TQM - Malcolm Baldrige

Criteria
Zohaib Salam MMS 87
Jiten Sawant MMS 92
Rameez Shaikh MMS 96
Rahul Solanki MMS 106
Malcolm Baldrige Award
 Established in 1987 to promote the following
 Quality awareness
 Business achievements of US organizations and
 Publicize their successful performance strategies

 Presently MBNQA is considered as the highest honor for

performance excellence

 The Baldrige Award is given by the President of United States to

the following businesses
 Manufacturing & service
 Education
 Health care
 Non-profit
Malcolm Baldrige Award
 Malcolm Baldrige Criteria forms the basis for performance
excellence and self- assessment

 The U.S. Commerce Department’s National Institute of

Standards and Technology (NIST) manages the Baldrige
National Quality Program in close cooperation with the private
sector.
Core Values & Concepts
 Visionary leadership
 Customer-driven excellence
 Organizational and personal learning
 Valuing employees and partners
 Agility
 Focus on the future
 Managing for innovation
 Management by fact
 Social responsibility
 Focus on results and creating value
 Systems perspective
Seven Key Categories
Malcolm Baldrige National Quality
Award
 Awards given annually to U.S. firms

 Criteria include-
1. Leadership Category 120 PTS
2. Strategic Planning 85 PTS
3. Customer-Market Focus 85 PTS
4. Measurement Analysis and Knowledge Mgt 90 PTS
5. Human Resources Focus 85 PTS
6. Process Management 85 PTS
7. Business Results 450 PTS
--------
Total Points 1000 PTS
Malcom Criteria and Scores
Allotted
1.0
 
LEADERSHIP 120
 
1.1 Senior Leadership 70
1.2 Governance And Social Responsibility 50

2.0 STRATEGIC PLANNING 85

2.1 Strategy Development 40

2.2 Strategy Deployment 45

3.0 CUSTOMER-MARKET FOCUS 85

3.1 Customer And Market Focus 40

3.2 Customer Relationship And Satisfaction 45
4.0 MEASUREMENT ANALYSIS AND  90
KNOWLEDGE MGT
 
 
4.1 Measurement Analysis 45
4.2 Information And Knowledge Mgt 45

5.0 HUMAN RESOURCES FOCUS 85

5.1 Work Systems 35

5.2 Employee Learning And Motivation 25
5.3 Employee Well Being And Satisfaction 25

6.0 PROCESS MANAGEMENT 85

6.1 Value Creation Processes 45

6.2 Support Processes And Operational Planning 40
7.0 BUSINESS RESULTS 450

 
 

7.1 Product And Service Outcomes 100

7.2 Customer Focused Outcomes 70

7.3 Financial And Market Outcomes 70

7.4 Human Resource Outcomes 70

7.5 Organizational Effectiveness Outcomes 70

7.6 Leadership And Social Responsibility 70

MET-MMS Programme

 MMS Program is conducted by MET Institute

of Management under Mumbai University.
 Does not need any special admission
procedure as admissions are centralized
under CET-Maharashtra.
 A sound Governing body and Management
system.
SCORING SYSTEM BASED
ON
DESCRIPTIVE
METHODOLOGY FOR MET-
MMS
No. Category Max Score Award %

CAT 1 LEADERSHIP 120 48 40

 Senior management is involved in quality

improvement efforts but mostly all initiatives
are individual driven.
 Communication is normally top down
vertically.
 Quality policy in place but no assurance in
processes.
 Continuous improvement practiced in some
parts of the company.
No. Category Max Score Award %

CAT 2 STRATEGIC PLANNING  85 47 56

 Managers at all levels are held accountable

for attaining major objectives.
 All stakeholders involved in the planning
process.
 Strategic planning process includes short
term and long term plans.
 Strategic planning process is deployed
across the company and approved by senior
management.
No. Category Max Score Award %

CAT 3 CUSTOMER FOCUS  85 34 40

 Customer service standards established and

reviewed periodically.

 Senior management do not try to find out the

real nature of the customer problem.
 Future customer expectations not determined
or considered in the strategic planning
process
No. Category Max Score Award %

CAT 4 MEASUREMENT  90 68 75

 Employees have access to real time data which

is valid and accurate across the org.
 High degree of data security and workflow
controls.
 Information system caters to strategic, tactical
and operational.

 Process measures relate to strategic objectives

No. Category Max Score Award %

CAT 5 HR FOCUS  85 34 40

 Organization has fully implemented and deployed employee growth

development plans.
 Organization is aware of the ambitions of the employees and strives
to enable the achievement of the same.

 Recruitment is done on a skill competence matrix fitment basis and is

monitored periodically.
 Employees are process owners and are accountable for process
performance

 Employees are cross functional

 Company is highly sensitive to employee well being and satisfaction.

 Exit interview data is used very seriously to plug gaps in existing HR

processes and attempts made to have employee friendly practices.
No. Category Max Score Award %

CAT 6 PROCESS MANAGEMENT  85 34 40

 Customer satisfaction surveys have shown

positive trends.

 Supplier data has shown vast improvement.

 Positive results recorded in process metrics.
 Continuous assessment and improvement
plans for core supportive and outsourced
processes.
No. Category Max Score Award %

CAT 7 BUSINESS RESULTS 450 248 55

 Customer satisfaction surveys show very positive

results
 Critical suppliers meet quality standards and some
show drastic improvement in quality levels.

 Key measures of operational results are captured in

critical areas and positive results recorded

 Competitive comparisons show positive results

Category wise Score
No. Category Max Score Award %

CAT 1 Leadership 120 48 40

CAT 2 Strategic Planning 85 47 55

CAT 3 Customer Focus 85 34 40

CAT 4 Measurement 90 68 75
CAT 5 HR Focus 85 73 86
CAT 6 Process Management 85 70 82

CAT 7 Business Results 450 248 55

Grand Total 1000 588 58.8

SCORE BAND DESCRIPTION
• MET-MMS has got a composite score of 588 out of 1000 i.e. 58.8%.

• Its score falls under score band of 576-675 under Descriptive

methodology.

• Its score implicates –

1. Effective systematic well deployed approaches responsive to overall

requirements of all items
2. Company demonstrates a fact based systematic evaluation
improvement process and organizational learning that result in
improving effectiveness and efficiency of key processes
3. Results address most key stakeholder, market, and process
requirements and they demonstrate areas of strength against
relevant comparisons and benchmarks.
4. Improvement trends and good performance reported for many areas
of importance to key requirements.