This is an open access article distributed under the Creative Commons Attribution Licensewhich permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. Abstract Previous studies reported mixed and ambiguous results of the relationship between TQM practices and performances. This study investigated impacts of TQM practices on various performance measures as well as the reasons and the barriers of the TQM practices of firms in Turkey.
Introduction Since its inception in the National Quality Improvement Act ofand its implementation by the National Institute of Standards and Technology NISTthe Malcolm Baldrige award has raised both corporate awareness of total quality issues and a great deal of controversy concerning its effectiveness as a business tool.
Support for the actual implementation of the award started with the creation of the Foundation for the Malcolm Baldrige National Quality Award in It is interesting that many members of the award foundation have not pursued the award itself.
The award originally focused on three business segments: Inthe award was expanded to include education and healthcare.
The Deming prize was founded in to promote total quality management in Japan. According to Mary Walton: The idea for the prize had originated with a congressional fact finding expedition to Japan inled by Representative Don Fuqua, a Florida Democrat.
Indeed, in the absence of a domestic award, an American company, Florida Power and Light, had already decided to seek the Deming Prize. Deming, who worried that it was too results-oriented, fostering a short term attitude. Leadership, Strategic planning, Customer and market focus, Information and analysis, Human resource focus, Process management and Business results.
Leadership looks at how the organizations senior executives steer the organization and how it behaves as a good corporate citizen. Strategic planning looks at how the organization determines its strategic direction and forms its long range plans.
Human resource focus looks at how the organization develops the full potential of its workforce. Process management looks at how well the organizations value delivery systems are designed and implemented.
Business results looks at a number of areas including: In recent years, the business results scoring has taken a closer look at how the organization performs compared to its competition.
Pros and Cons of the Award The approach of having a national level quality award like the Malcolm Baldrige award has many strengths but also has a few weaknesses. This section addresses both the pros and the cons of the award and also discusses the long-term financial impacts of the award effort.
On the plus side, the Baldrige award focuses national attention on quality issues and how quality relates to overall national competitiveness. Since most organizational reporting systems are financial in nature it is good to provide a balancing view.
The Baldrige award, the publicity it generates and the "quality aware" environment it fosters provide strong support for individual organizations seeking to implement quality initiatives or even Total Quality Management.
Finally the award criteria themselves can provide a framework for organizations seeking to improve their own quality position. These benefits are somewhat balanced by two negative influences of the award.
The first negative influence is that developing the formal systems needed for award consideration may frustrate employee involvement and retard the development of a well-institutionalized capability.
Our employees and even the Japanese Deming examiners urged that employees be allowed to apply more freely the problem-solving methods without being criticized for not following specific procedures or formats.
James Broadhead The second negative influence is that some organizations decide to seek the Baldrige award as a specific competitive focus, rather than for sound business reasons. Pursuing the award as an award frequently causes the organization to lose focus on its customers and even core business motives.
There has been quite a bit of controversy over the financial effects of the Baldrige award effort. While these are impressive results, I do not find them to be completely convincing. Perhaps the market as a whole perceives these leaders to be better managed than average completely aside from any quality programs.
Perhaps the organizations that have the free capital to pursue the Baldrige award attract investors due to the presents of that free capital. Thus, while the Baldrige award might be a good recognition to pursue once an organization reaches a certain level of TQM maturity, from the available data, I cannot conclude that it is a good financial investment in and of itself.
There is a preponderance of evidence that a correlation between pursuing the award and long term financial performance exists, but given the information I have found, there is no positive causal link.Focuses on the impact on the Malcolm Baldrige National Quality Award of a steady falloff in corporate entrants and a budget-conscious US Congress that is recommending private sponsorship of the award.
Showing the Impact of Implementing the Baldrige Framework and Criteria, Kurt Schoch, Consultant & Coach, Performance Improvement Consulting, LLC. criteria had a significant impact on financial performance measures and that these high performance practices and approaches used in the MBNQA resulted in strong business results.
Handfield, Ghosh and Fawcett 27 in a study of companies in 50 US states also found. winner of the MBNQA was Clarke American Checks Inc., which provides check printing services, financial forms, and other banking related documents. Mbnqa 1. The Malcolm Baldrige National Quality Assurance Award The Malcolm Baldrige award was a program established in by congress to raise awareness for the importance of quality.
(MBNQA) criteria have evolved from just a measurement of organizational quality to a guideline for companies moving toward performance excellence. The Baldrige Award was established by the US Congress to promote quality.