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PUTRI AMANDHARI

64 INT A : Opera.onal Management

COMPARISION IN BETWEEN THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD THE EUROPEAN QUALITY AWARD P.AMANDHARI To
COMPARISION IN
BETWEEN
THE MALCOLM BALDRIGE
NATIONAL QUALITY AWARD
THE EUROPEAN QUALITY
AWARD
P.AMANDHARI
To help improve performance practices and capabilities.
To stimulate and assist European organizations in
improving customer and employee satisfaction,
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The European Founda.on for Quality Management (EFQM) established the European Quality Award (EQA) for the
impact on society and business results.
first .me in 1992, mainly to accelerate the acceptance of quality as a strategy for global compe
To facilitate communication and sharing of best practices
ve
advantage, to
among U.S. organizations.
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s.mulate and assess the development of quality improvement ac.vi.es, and to recognize the companies
Objectives
in Western
Europe that demonstrate excellence in the management of quality as their fundamental process for con.nuous
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To support European managers’ efforts to initiate
To serve as a working tool for understanding and
improvement .
managing performance, planning, training and
assessment.
total quality management and achieve global
competitive advantage.
Companies must have direction and customer focus. -------------------------------------------------- Quality and
Companies must have direction and customer focus.
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Quality and performance are judged by customers.
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Organizational and personal learning are required.
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Employees and partners are vital to company success.
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Success requires capacity for change and Flexibility.
Quality
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Market leadership requires a future orientation.
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Principles
Making meaningful change requires innovation.
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Management requires factual analysis.
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Public responsibility is important.
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Performance measurement should focus on results.
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A systems perspective is required.
Leadership.
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Strategic planning.
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Customer and market focus market focus.
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criteria describe the processes and the people including some categories as the enablers that
Criteria
Information and analysis.
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Human resource focus.
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Process management.
THE MANAGEMENT DASHBOARD
Where conformity to the model was the predominant
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judgment criterion.
react to the improvement ini.a.ves at
7.
Business results.
The customer’s voices came a poor second
process and system level
voices came a poor second process and system level Leadership Planning Perceive Quality Leadership – how
Leadership Planning
Leadership
Planning

Perceive Quality

Leadership –

how behavior/ac.ons

support a culture

of “Excellence”

Customer focus.

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Policy and Strategy –

how policy and strategy are formulated and deploy into plans/ac.ons

Supplier partnerships.

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People development and involvement.

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People –

how the organiza.on realizes the

poten.al of its people

Processes and facts.

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Continuous improvement and innovation.

Partnership and Resources –

how the organiza.on manage resources, including external resources effec.vely and efficiently

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Leadership and consistency of purpose.

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Process –

how the organiza.on manages and

improves its

process

Public responsibility

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Results orientation.

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The European Quality Award is a regional program that currently involves 16 countries:

Austria, Belgium, the Czech Republic, Denmark, Germany, Hungary, Ireland, Italy,

Leadership.

the Netherlands, Norway, Portugal, Russia, Slovenia, Spain,

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Policy and strategy.

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People management.

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among these nine criteria are described in Figure 2. As can be seen from the Figure, the EQA

will accomplish the results

Resources.

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Processes.

which include customer sa.sfac.on, people (employee) sa.sfac.on, impact on society and business results.

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Customer satisfaction.

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People satisfaction. MALCOLM BALDRIGE MODEL Impact on society. PROBLEM TO COMPARE: Business results. QUALITY
People satisfaction.
MALCOLM BALDRIGE MODEL
Impact on society.
PROBLEM TO COMPARE:
Business results.
QUALITY ASSURANCE SYNDROM

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Executive, company and community leadership.

Inspiration, support and promotion of total quality

Averaging non-homogeneous and asynchronous criteria

management.

Strategic direction, plan development, plan

deployment

and performance tracking.

CONVENTIONAL SINGLE FIGURE

Product of policy and strategy.

Weight Distribu.on

Measurement of customer satisfaction.

Release of full potential through people management.

IdentiFication, management, review and improvement.

Leadership involvement with and management of supplier resource.

CONSUMER EXPECTATIONS

CONSUMER EXPECTATIONS Customers Each system must ensure con.nuous improvement in its product or service and provide

Customers

Each system must ensure con.nuous improvement

in its product or

service and provide a way of

Employees

sa.sfying and responding to its customers.

service and provide a way of Employees sa.sfying and responding to its customers. Processes Con.nuous Improvement

Processes

Con.nuous Improvement

to its customers. Processes Con.nuous Improvement Suppliers Market requirements, customer relationships and
Suppliers
Suppliers

Market requirements, customer relationships and satisfaction.

Human resource development and participatory

environment.

Process design, implementation, management and

improvement.

Improvement of partnering process and evaluation of supplier performance.

Result

Customer, Financial, human resource, supplier, operational and competitive.

Objective achievement, stakeholder satisfaction, Financial success and impact on society.