Relevant bibliographies by topics / Malcolm Baldrige National Quality Award (MBNQA)

Academic literature on the topic 'Malcolm Baldrige National Quality Award (MBNQA)'

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Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Malcolm Baldrige National Quality Award (MBNQA)"

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Setiawan and Humiras Hardi Purba. "A Systematic Literature Review of Malcolm Baldrige National Quality Award (MBNQA)." Journal of Technology Management for Growing Economies 12, no. 1 (April 28, 2021): 1–12. http://dx.doi.org/10.15415/jtmge.2021.121001.

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Many organizations measure and assess organizational performance as a strategy to improve competitiveness globally, the Malcolm Baldrige National Quality Award (MBNQA) is a prestigious award regarding quality management created in the USA. This paper reviews 50 journals on MBNQA from various countries and found that about 48% of researchers use the Malcolm Baldrige Criteria for Performance Excellence (MBCfPE) approach to measure organizational performance. We also compare MBNQA with other quality awards such as the European Foundation for Quality Management (EFQM) and the Deming Prize to illustrate what criteria we can use in improving Business Excellent Models (BEM). In the future, we will combine this TQM with the development of the Industrial 4.0 era to get a new model for assessing organizational.
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Lazaros, Anastasiadis, Anastasiadou Sofia, and Iakovidis George. "Malcolm Baldrige National Quality Award (MBNQA) dimensions in Greek Tertiary Education System." KnE Social Sciences 1, no. 2 (February 19, 2017): 436. http://dx.doi.org/10.18502/kss.v1i2.912.

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<p>The European Foundation for Quality Management Excellence Model (EFQM Model) and Malcolm Baldrige National Quality Award Model (MBNQA model) are widely known models and are used as channels of Total Quality Management. MBNQA model can be applied by an organization or institution in order to implement the principles of Total Quality Management and to achieve excellence. In the present research the criteria of MBNQA model, such as Leadership, Strategic Planning, Customer Focus, Measurement, analysis, and knowledge management, Workforce focus, Process management. Results are recorded and the views of Pre-service teachers from ASPETE <strong>(<strong>School of Pedagogical &amp; Technological Education),</strong> </strong>Thessaloniki, Greece, are analyzed in light of these criteria, highlighting thus the Quality Assurance dimensions of the Greek Tertiary education system. 123 Pre-service teachers from ASPETE Thessaloniki participated in the survey. The strong as well as the problematic situations of the criteria of the MBNQA model were registered and analyzed. Furthermore, the reasons of the low performance and obstacles of the learning process were discussed and ways contributing to Continuous Improvement, that requires constant awareness and focus, were proposed. These points support the MBNQA model as an operational framework for Total Quality Management and also strengthen the results obtained in previous studies for the EFQM Model suggesting that quality award models actually provide a suitable framework for quality management.</p>
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Haktanır, Elif. "Interval valued Pythagorean fuzzy aggregation operators based Malcolm Baldrige National Quality Award assessment." Journal of Intelligent & Fuzzy Systems 39, no. 5 (November 19, 2020): 6431–41. http://dx.doi.org/10.3233/jifs-189108.

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Malcolm Baldrige National Quality Award (MBNQA) is a quality assessment and rewarding system that aims to increase the awareness of quality management. Although the award is launched in the USA in 1989 and only given to the U.S based companies, it is recognized internationally. There are 7 types of categories in the award system (Leadership, Strategic planning, Customer focus, Measurement, analysis, and knowledge management, Workforce focus, Process management, and Results) where the evaluation is made over 1000 points and each category has its own weight. Since almost all the publications in the literature are based on crisp measurements and evaluations of the system performances, we proposed a multi attribute decision making (MADM) method using interval valued Pythagorean fuzzy weighted averaging (IVPFWA) and interval valued Pythagorean fuzzy weighted geometric (IVPFWG) aggregation operators for MBNQA assessment to represent the decision makers’ subjective evaluations better. A comparison of the results with Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) method and an illustrative example are presented in the study.
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Mohamed, Zulkifli, and Muhammad Saiful Anuar Yusoff. "Malcolm Baldrige Approach in University Management: An Importance – Performance Matrix Analysis (IPMA)." Asian Journal of University Education 17, no. 2 (June 6, 2021): 273. http://dx.doi.org/10.24191/ajue.v17i2.13408.

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Abstract: Academic management is an important activity in managing a university. Failure in managing academic and student affairs can void a university credibility and program accreditation by MQA. Ineffective management approach will halt the university’s progress in achieving the academic excellence and creating Society 5.0. To overcome the issue, various approaches can be applied and one of them is the Malcolm Baldrige National Quality Award (MBNQA) approach which includes six important elements in management. Malcolm Baldridge model emphasizes Leadership role, Strategic Management, Customer Focus, Data Measurement, Human Resource Focus and Work Process in order to improve organizational performance (Result). However, there is a question on what factors should be given the priority in ensuring excellence in organizational management. Therefore, this study has been conducted in order to see what is the main factor among these six elements in MBNQA approach that is considered more important in achieving organizational goals. A sample of study have been conducted on 129 staffs in Universiti Teknologi MARA Kelantan Campus (UiTMCK). Hypothesis testing revealed that 5 out of 6 factors of management elements are having a positive relationship. While IPMA analysis shows that the Human Resource Focus is the most important factor, followed by Data Measurement, Work Process Focus and Customer Focus factors that influence the effectiveness of organization. Leadership factor gained the highest performance despite its less importance compared to other factors in IPMA analysis. Keywords: Academic management, Customer focus, Data management, Malcolm Baldrige, Leadership, IPMA.
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Asif, Muhammad, Arif Jameel, Noman Sahito, Jinsoo Hwang, Abid Hussain, and Faiza Manzoor. "Can Leadership Enhance Patient Satisfaction? Assessing the Role of Administrative and Medical Quality." International Journal of Environmental Research and Public Health 16, no. 17 (September 3, 2019): 3212. http://dx.doi.org/10.3390/ijerph16173212.

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This paper aimed to investigate the relationships between participative leadership (PL), administrative quality (AQ), medical quality (MQ), and patient satisfaction (PS) using the Malcolm Baldrige National Quality Award Healthcare Criteria (MBNQA) criteria. The study further examined the intervening influence of administrative quality and medical quality on the relationship between participative leadership and patient satisfaction. The data was obtained from 123 public sector hospitals in Pakistan. We employed confirmatory factor analysis (CFA) and structural equation modeling (SEM) techniques to test the structural model. From the study results, we found significant and positive relationships between participative, administrative quality, medical quality, and patient satisfaction. In addition, our research found administrative quality and medical quality as potential mediators on PL-PS relation. Adopting participative leadership as an exogenous factor, and both administrative and medical quality as potential mediators of patient satisfaction, provided new insights into MBNQA criteria.
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Garza-Reyes, Jose Arturo, Fred Visnevskis, Vikas Kumar, and Jiju Antony. "A review and comparative analysis of the Russian Federation Government Quality Award." Measuring Business Excellence 19, no. 4 (November 16, 2015): 1–16. http://dx.doi.org/10.1108/mbe-08-2014-0028.

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Purpose – The paper aims to present a review and comparison of the Russian Federation Government Quality Award (RFGQA) with the three major business excellence models, Malcolm Baldrige National Quality Award (MBNQA), European Foundation for Quality Management (EFQM) Award and Deming Prize. Design/methodology/approach – The paper briefly reviews the RFGQA through a desk-top research method. Then, it adapts the comparative approach used in a similar study by Vokurka et al. (2000). Thus, the comparative analysis consisted in contrasting two characteristics of the RFGQA with those of the MBNQA, EFQM Award and Deming Prize, namely, award descriptors (i.e. objectives and criteria) and emphasis placed on excellence criteria (i.e. weighting). The study also includes a mapping assessment to explore up to what extent the RFGQA addresses the criteria of the major models. Findings – Although the RFGQA was designed based on the concept and structure of the EFQM model, the results of the study indicate that there are still differences among them, especially in terms of internal business processes. RFGQA finds more differences with the MBNQA and Deming Prize excellence models than with the EFQM. Practical implications – This research would benefit organisations and managers in Russia, as they will be able to acquire a deeper knowledge on the RFGQA. This may facilitate its awareness and implementation. Originality/value – The paper expands the current knowledge in the area of quality management and models for business excellence, as it is among the very first investigations to have studied the RFGQA model.
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Sabella, Anton Robert, Rami Kashou, and Omar Omran. "Assessing quality of management practices in Palestinian hospitals." International Journal of Organizational Analysis 23, no. 2 (May 11, 2015): 213–32. http://dx.doi.org/10.1108/ijoa-03-2014-0747.

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Purpose – This paper aims to provide an assessment of the quality of management practices and implementation in hospitals operating in the West Bank of Palestine using the Malcolm Baldrige National Quality Award (MBNQA) Criteria. Design/methodology/approach – Based on the MBNQA Criteria, a survey of 51 hospitals was conducted using questionnaires, interviews and focus groups to gather data. Data were analyzed and compared across all administrative types of hospitals using the MBNQA points system. Findings – The results show that the performance of non-governmental organizations and private hospitals was superior with respect to all other administrative types. A closer look at the results show that all hospitals exhibit areas of concern such as human resource focus, information and analysis, as well as performance results. Research limitations/implications – Despite the exclusion of hospitals operating in the Gaza Strip, this research promotes critical management practices aimed at improving quality of management practices and their subsequent implementation in the surveyed hospitals. Practical implications – The MBNQA Criteria, as well as other quality assessment tools, can be used to measure the various activities of hospitals and identify competencies and weaknesses in a tangible manner to improve hospital performance. Originality/value – This paper presents a fresh perspective on the quality management issues in Palestinian hospitals to practitioners, administrators and academics using the MBNQA Criteria. Also, it serves as a foundation for future initiatives and programs aimed at improving quality in hospitals.
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Honnutagi, Abdul Razak, Rajendra Sonar, and Subash Babu. "Quality Accreditation System for Indian Engineering Education Using Knowledge Management and System Dynamics." International Journal of Quality Assurance in Engineering and Technology Education 2, no. 3 (July 2012): 47–61. http://dx.doi.org/10.4018/ijqaete.2012070105.

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The engineering education system of India is becoming increasingly complex due to reasons like unmanageable numbers of colleges affiliated to universities, wide spectrum of student quality, multi-boss system in management and conflicting interests of stakeholders. Since the Accreditation board of engineering and technology (ABET) of U.S., Malcolm Baldrige National Quality Award (MBNQA) of U.S. and European Foundation for Quality Management (EFQM) of UK have been established; many other countries have developed their own version of national quality award (NQA) and accreditation systems. These NQAs and accreditation systems tend to follow the same general framework with different emphases on criterion. Since MBNQA has a prominent knowledge management (KM) component in it and EFQM has a strong mechanism of measuring outcomes/results, it’s attempted to develop a robust framework for Knowledge Quality Management (KQM) by integrating KM and outcome components into it using systems theory. The system dynamics (SD) approach is proposed for the visualization and analysis of quality assessment of undergraduate engineering education in India. Towards this, all possible attributes and indicators to study the interaction and interrelationship of various enablers and results have been identified. Causal loop diagrams (CLDs) and the integrated CLD for the entire proposed model enabling development of a system dynamics (SD) model is presented.
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Widjajanto, Sugiri, Yulio Agefa Purmala, and Dina Rosdiana. "Rancangan pengukuran kinerja layanan publik: Studi kasus pelayanan pengujian alat ventilator BPFK Kemenkes RI." Operations Excellence: Journal of Applied Industrial Engineering 12, no. 2 (July 20, 2020): 145. http://dx.doi.org/10.22441/oe.2020.v12.i2.001.

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Various organizations in Indonesia collaborate to make various types of medical ventilator prototypes due to Covid-19 demand. PERMENKES RI no. 54/2015 obliged all medical devices must go through testing and inspection process by authorized institution Badan Pengamanan Fasilitas Kesehatan (BPFK) under the Ministry of Health of Republik Indonesia. This article has designed a performance measurement for the ventilator testing laboratory using MBNQA (Malcolm Baldrige National Quality Award) approaching which is integrated with ISO/SNI-17025 requirement of both management and technical. There are ten technical requirements and fifteen management requirements of ISO/SNI-17025 inserted into seven Baldrige criteria: leadership, strategic planning, customer focus, management of assessment, analysis & knowledge, personnel, operations and results. Data and information is designed to be collected through interview and questionnaire on a Likert scale. The response score for each question and feedback will be evaluated based on the process and outcome dimensions. Further research is required to validate the questionnaire, conduct interviews, segregate management and laboratory technician questions, and add evaluation of ADLI (approach, dissemination, learning & integration) and LeTCI (levels, trends, comparisons & integration) methods as well the ADLI & LeTCI score and matrix results. The obtained MBNQA score will indicate award category of the laboratory as world leader or benchmark leader or only at early development stage.
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Hussein, Mohamed I. M. "Availability of the Requirements of the American Malcolm Baldrige National Quality Award (MBNQA) in Diyala Electric Industry." TANMIYAT AL-RAFIDAIN 38, no. 124 (December 1, 2019): 105–22. http://dx.doi.org/10.33899/tanra.2019.164124.

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Dissertations / Theses on the topic "Malcolm Baldrige National Quality Award (MBNQA)"

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Hossain, Muhammad Muazzem. "Investigating the relationship between the business performance management framework and the Malcolm Baldrige National Quality Award framework." Thesis, University of North Texas, 2009. https://digital.library.unt.edu/ark:/67531/metadc11034/.

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The business performance management (BPM) framework helps an organization continuously adjust and successfully execute its strategies. BPM helps increase flexibility by providing managers with an early alert about changes and, as a result, allows faster response to such changes. The Malcolm Baldrige National Quality Award (MBNQA) framework provides a basis for self-assessment and a systems perspective for managing an organization's key processes for achieving business results. The MBNQA framework is a more comprehensive framework and encapsulates the underlying constructs in the BPM framework. The objectives of this dissertation are fourfold: (1) to validate the underlying relationships presented in the 2008 MBNQA framework, (2) to explore the MBNQA framework at the dimension level, and develop and test constructs measured at that level in a causal model, (3) to validate and create a common general framework for the business performance model by integrating the practitioner literature with basic theory including existing MBNQA theory, and (4) to integrate the BPM framework and the MBNQA framework into a new framework (BPM-MBNQA framework) that can guide organizations in their journey toward achieving and sustaining competitive and strategic advantages. The purpose of this study is to achieve these objectives by means of a combination of methodologies including literature reviews, expert opinions, interviews, presentation feedbacks, content analysis, and latent semantic analysis. An initial BPM framework was developed based on the reviews of literature and expert opinions. There is a paucity of academic research on business performance management. Therefore, this study reviewed the practitioner literature on BPM and from the numerous organization-specific BPM models developed a generic, conceptual BPM framework. With the intent of obtaining valuable feedback, this initial BPM framework was presented to Baldrige Award recipients (BARs) and selected academicians from across the United States who participated in the Fall Summit 2007 held at Caterpillar Financial Headquarter in Nashville, TN on October 1 and 2, 2007. Incorporating the feedback from that group allowed refining and improving the proposed BPM framework. This study developed a variant of the traditional latent semantic analysis (LSA) called causal latent semantic analysis (cLSA) that enables us to test causal models using textual data. This method was used to validate the 2008 MBNQA framework based on article abstracts on the Baldrige Award and program published in both practitioner and academic journals from 1987 to 2009. The cLSA was also used to validate the BPM framework using the full body text data from all articles published in the practitioner journal entitled the Business Performance Management Magazine since its inception in 2003. The results provide the first cLSA study of these frameworks. This is also the first study to examine all the causal relationships within the MBNQA and BPM frameworks.
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Dettmann, Paul E. "Administrators, Faculty, and Staff/Support Staff Perceptions of MBNQA Educational Criteria Implementation at the University of Wisconsin Stout." Diss., Virginia Tech, 2004. http://hdl.handle.net/10919/11212.

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This study focused on the University of Wisconsin Stout's (UW Stout) implementation of the Malcolm Baldridge Award (MBNQA) Criteria for Educational Performance Excellence. The study had two objectives: (1) to determine administrator, faculty, and staff/support staff perceptions and compare those perceptions; and, (2) to identify the positive and negative views each of the three groups held regarding the implementation process. The study design was a mixed method approach which used both qualitative and quantitative research methodologies. Administrators, faculty, and staff/support staff at UW Stout were randomly selected to participate in the study. The instrument used to gather information contained 26 quantitative, two qualitative, and three demographic questions. Qualitative data were analyzed using analysis of variance with an alpha level established at .05. Results revealed significant differences in participants' perceptions for four of the seven MBNQA categories. Tukey Post-Hoc tests were performed for each of the significant categories. Post-Hoc tests for all four categories indicated that administrative participants had significantly more positive perceptions of MBNQA education criteria implementation than faculty or staff/support staff. A content analysis of the qualitative data revealed five positive themes: (1) Recognition as a Center of Excellence, (2) Pride in Affiliation, (3) Positive Exposure/Marketing Opportunities, (4) Conduit for Continuous Improvement, and (5) Increased Communication. Analysis also revealed nine common negative themes: (1) Perceived Opportunity Costs, (2) Education/Training Needs. (3) A Lack of Continuous Improvement, (4) Increased Workload, (5) Disconnect Between the Award and the University Mission, (6) Campus Climate, (7) Increased Quality Expectations, (8) Decisions Being Made Without Following the Baldridge Model, and (9) Insufficient Employee Recognition. Study findings may provide insight regarding employees' differing views of quality implementation at the university level. Results of this investigation may be useful to quality consultants who assist others in the establishment of institutional quality initiatives as well as higher education administrators who are considering MBNQA criteria implementation at their own institutions.
Ph. D.
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Lai, Mei-Chiao, and res cand@acu edu au. "An Investigation into the Relationship between Total Quality Management Practice and Performance in a Taiwan Public Hospital." Australian Catholic University. School of Business and Informatics, 2003. http://dlibrary.acu.edu.au/digitaltheses/public/adt-acuvp34.29082005.

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This thesis investigated the relationship between Total Quality Management (TQM) practice and hospital performance from 1997 t0 2001 in a Taiwan public hospital. In Taiwan, previous research focused on TQM practice and hospital performance in the manufacturing sector. Earlier research relevant to hospitals emphasised outcomes, such as hospital efficiency. The current study differs from the previous hospital research by examining comprehensive organisational performance, including financial and non-financial performance. The objective was to gain insights into ways in which the managers of hospitals might use the findings to enhance the hospital performance levels. The Malcolm Baldrige National Quality Award (MBNQA) 2001 health care criteria for performance excellence were used as a research instrument to measure TQM practice and hospital performance. Data were collected using triangulation method, that is a self-assessment questionnaire, focus group interviews and documentation that is Government Annual Reports. Multivariate Analysis of Variance (MANOVA) and Multiple Regression Analysis were utilised to analyse data from questionnaires. Findings from focus group interviews were coded and categorised. Findings from documentation were used to verify and validate the progress of hospital performance. The quantitative findings indicated that the demographic characteristics of employees had no significant impact on TQM practice, nor on hospital performance. Elements of TQM, however, were important determinants of overall hospital performance, the more committed the TQM practice, the better the hospital performance. The qualitative findings indicated that, for Hospital A, effective TQM would be accomplished through incremental organisational change. This research makes a contribution to both academic knowledge and hospital practice. It bridges the research gap in the relationship between TQM practice and hospital performance and also offers a solid foundation for future academic research. The study also provides short and long-term recommendations about quality improvement to both the manager and hospital A.
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Peng, Xianghui. "Quality Management Theory Development and Investigation of the Constructs within an Organizational Framework." Thesis, University of North Texas, 2016. https://digital.library.unt.edu/ark:/67531/metadc849744/.

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Supply chain management (SCM) and quality management (QM) share some common literature and have overlapping domains that reinforce each other in the supplier and customer relationship management areas. Despite the recognized importance of supplier and customer relationships toward achieving quality goals, limited prior research examines whether SCM represents a distinct construct within the prominent existing quality focused organizational frameworks such as the Malcolm Baldrige National Quality Award (MBNQA). As a result of the absence of the SCM construct in the frameworks, the problem facing researchers is understanding the role of SCM in the implementation of QM practices within an organization. Such an understanding is key to QM theory development for the 21st century organizations. In order to conduct this investigation, we examine several well-studied quality focused organizational frameworks that are validated among the community of researchers, and, widely accepted among practitioners. However, which of these well-known quality management models serve as the best proxy for a quality focused organizational framework is an important area for research in order to better promote QM worldwide. This research involves three essays and uses a mixed methodology of qualitative and quantitative research. Essay 1 compares well-known national quality award frameworks such as the MBNQA, the Deming Prize, and the European Foundation for Quality Management (EFQM) Award through analysis of the extensive literature on each as well as examination of the government documents about the frameworks. Comparisons show the Baldrige framework most widely serves as basic model for national quality award frameworks to increase the awareness of quality and promote the best QM practices. After reviewing the categories and their weightings in the frameworks of MBNQA, the Deming Prize, and the EFQM Award, we identify opportunities to refine the frameworks and promote QM theory development. Essay 2 fills a critical research gap by assessing the effectiveness of the Baldrige framework within a government organization and by comparing the effectiveness of the categories of the Baldrige framework in government to the effectiveness of the categories in different industries. This study examines the relative effectiveness of each Baldrige category in the MBNQA 2013-2014 framework using data from a municipal government. It tests the hypothesized research model employing partial least squares - structural equation modeling (PLS-SEM). Drawing on contingency theory, it explores the commonalities and differences of the effectiveness of Baldrige categories across different industries by comparing our results with summarized prior research findings of interrelationships among the Baldrige categories. Essay 3 posits a restructured Baldrige framework after conducting a rigorous literature review on SCM and examining the Baldrige framework and categories associated with SCM. This work includes a longitudinal set of studies that test the hypothesized research model based upon the newly posited restructured theoretical framework using PLS-SEM on survey data from three different time periods over 20 years across a variety of organizations. The results support that the restructured framework provides a good model fit when the SCM construct is independently identified and included within the framework. The comparison from the longitudinal analysis provides significant insights for theory evolutions of leadership, SCM, and information systems constructs. Additionally, this longitudinal investigation over 20 years supports the evolution of the Baldrige framework as it was revised over time. Most importantly the work posits and supports the new theory development and shows the overarching importance of the SCM as a major organizational construct.
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Worthington, Jeremiah. "Analyzing three quality management systems in relation to the Malcolm Baldrige National Quality Award." CSUSB ScholarWorks, 2005. https://scholarworks.lib.csusb.edu/etd-project/2855.

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This paper explores different quality management systems (QMS) and correlates their value in achieving success as measured by the Malcolm Baldrige Award. The three major quality management systems were reviewed, International Organization of Standards (ISO), Total Quality Management (TQM) and Six Sigma. Quality management systems are the single most powerful tool that a company can establish to create a sucessful organization.
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Horne, John Richard. "THE EFFECT ON CORPORATE PERFORMANCE OF FIRMS THAT WON THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD." NSUWorks, 2009. http://nsuworks.nova.edu/hsbe_etd/44.

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This study examined the business results of companies that won the Malcolm Baldrige National Quality Award (NQA). It used performance data before and after the award to determine if there were significant differences in three key performance indices after adoption of those business techniques that enabled these companies to win their NQA. The three key indicators were return on assets (ROA), earnings per share (EPS) and the current ratio. The study examined the data in two ways; first tests were made by comparing company performance before and after winning an NQA. The second way of testing was by comparing the NQA-winning company's performance with its key competitors within their market segment. Using both parametric and nonparametric hypothesis testing techniques, the preponderance of evidence suggests there was no significant difference in performance after winning the NQA than before, using the three performance indicators used in this study. Likewise, there was no evidence to suggest that the NQA-winning firms outperformed their key competitors within their market segment, for the three performance indicators used.
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Winn, Richard A. "QA or CQI : the role of the Malcolm Baldrige National Quality Award program in higher education /." La Verne, Calif. : University of La Verne, 2002. http://0-wwwlib.umi.com.garfield.ulv.edu/dissertations/fullcit/3060180.

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Wilson, Darryl D. "An empirical study to test the causal linkages implied in the Malcolm Baldrige national quality award /." Connect to resource, 1997. http://rave.ohiolink.edu/etdc/view.cgi?acc%5Fnum=osu1261319885.

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HEMANI, HEMANSHU J. "EXTENSION OF TOTAL QUALITY TO SUPPLY CHAINS BASED ON THE INFRASTRUCTURE FOR THE BALDRIGE AWARD." University of Cincinnati / OhioLINK, 2006. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1140404220.

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Hossain, Muhammad Muazzem Prybutok Victor Ronald. "Investigating the relationship between the business performance management framework and the Malcolm Baldrige National Quality Award framework." [Denton, Tex.] : University of North Texas, 2009. http://digital.library.unt.edu/permalink/meta-dc-11034.

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Books on the topic "Malcolm Baldrige National Quality Award (MBNQA)"

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Brown, Mark Graham. Baldrige award winning quality: How to interpret the Malcolm Baldrige Award criteria. White Plains, N.Y: Quality Resources, 1991.

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Heaphy, Maureen S. The Malcolm Baldrige National Quality Award: A yardstickfor quality growth. Reading, Mass: Addison-Wesley, 1995.

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1943-, Gruska Gregory S., ed. The Malcolm Baldrige National Quality Award: A yardstick for quality growth. Reading, Mass: Addison-Wesley, 1995.

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Brown, Mark Graham. The pocket guide to the Baldrige Award criteria. Portland, Or: Productivity, Inc., 2004.

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Total quality service: A simplified approach to using the Baldrige Award criteria. Milwaukee, Wis: ASQC Quality Press, 1995.

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The road to the Baldrige Award: Quest for total quality. Boston: Butterworth-Heinemann, 1992.

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Hart, Christopher W. L. The Baldrige: What it is, how it's won, how to use it to improve quality in your company. New York: McGraw-Hill, 1992.

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Niall, Brennan, and Conference Board, eds. Lessons taught by Baldrige winners. New York, NY: The Conference Board, 1994.

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Brown, Mark Graham. The Pocket guide to the Baldrige Award Criteria. Boca Raton: Productivity Press/CRC, 2008.

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Powell, Anna S. People practices in Baldrige companies. New York, NY: Conference Board, 1994.

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Book chapters on the topic "Malcolm Baldrige National Quality Award (MBNQA)"

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Stauss, Bernd, and Eberhard E. Scheuing. "Der Malcolm Baldrige National Quality Award und seine Bedeutung als Managementkonzept." In Qualitätsmanagement und Zertifizierung, 303–32. Wiesbaden: Gabler Verlag, 1994. http://dx.doi.org/10.1007/978-3-322-82546-9_12.

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Haktanır, Elif, and Cengiz Kahraman. "Malcolm Baldrige National Quality Award Assessment Using Interval Valued Pythagorean Fuzzy Sets." In Intelligent and Fuzzy Techniques in Big Data Analytics and Decision Making, 1097–103. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-23756-1_129.

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James, L. G. "Using the criteria and process of the Malcolm Baldrige National Quality Award for improving educational instituations." In Total Quality Management, 462–65. Dordrecht: Springer Netherlands, 1995. http://dx.doi.org/10.1007/978-94-011-0539-2_82.

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Reimann, Curt W., and Harry S. Hertz. "Der Malcolm Baldrige National Quality Award und die Zertifizierung gemäß den Normen ISO 9000 bis 9004: Die wichtigsten Unterschiede." In Qualitätsmanagement und Zertifizierung, 333–64. Wiesbaden: Gabler Verlag, 1994. http://dx.doi.org/10.1007/978-3-322-82546-9_13.

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Prada, Ricardo, and Pablo Ocampo. "Quality Models and Systems in Relation to the Automotive Sector in Colombia." In Handbook of Research on International Business and Models for Global Purpose-Driven Companies, 331–52. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4909-4.ch018.

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Quality management systems (QMS) have evolved in parallel with the concept of quality itself. The standardization of the requirements beyond the ISO 9001 standard makes the fulfillment of the suppliers and the relationship with the main clients much easier. Therefore, other criteria and/or standards have been developed that generally refer to documents published by national or international standards bodies. This work explores the situation of the main models and standards used in the automotive industry and especially in the manufacturing companies of the auto parts sector. In this case, the most commonly used models are the European Foundation for Quality Award (EFQM) in Europe, Malcolm Baldrige National Quality Award (MBNQA) in the USA, Deming Prize in Japan and Asia, among others.
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Randa, Isaac Okoth. "Quality Management Systems in Sub-Sahara Africa Business Schools." In Quality Management Implementation in Higher Education, 24–47. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-5225-9829-9.ch002.

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In Africa globalization and massification of higher education have aided the establishment of foreign and private business schools across the continent. Concomitantly, quality and accountability issues have taken center stage regarding quality of business schools' programs. The dire situation of scarce quality management talent in the continent emphasizes the need for an overarching systemic approach for developing quality management education in the continent. This chapter descriptively investigates existing Sub-Sahara Africa Business Schools' quality management systems using documentary secondary data on purposively selected business schools aimed at identifying an integrated quality management system. The Malcolm Baldrige National Quality Award (MBNQA) and the European Foundation for Quality Management (EFQM) Excellence Model, are widely used frameworks for TQM implementation. It is argued that business schools seeking AABS accreditation could benefit if they also implement elements of ISO-9001, a TQM based quality management system as a foundation for continuous improvement.
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MILGRAM, L. "Malcolm Baldrige National Quality Award." In Managing Smart, 179–80. Elsevier, 1999. http://dx.doi.org/10.1016/b978-0-88415-752-6.50146-6.

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"The Malcolm Baldrige National Quality Award." In Assessing Business Excellence, 90–150. Elsevier, 2004. http://dx.doi.org/10.1016/b978-0-7506-5517-0.50008-0.

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Link, Albert N., and John T. Scott. "The Malcolm Baldrige National Quality Award." In Public Goods, Public Gains, 96–113. Oxford University Press, 2010. http://dx.doi.org/10.1093/acprof:oso/9780199729685.003.0008.

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"The Malcolm Baldrige National Quality Award." In What Every Manager Should Know about Quality, 189–206. CRC Press, 1990. http://dx.doi.org/10.1201/9781482277005-15.

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Conference papers on the topic "Malcolm Baldrige National Quality Award (MBNQA)"

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Anastasiadou, Sofia, and Effrosini Taraza. "THE STRUCTURE AND PATHS OF MALCOLM BALDRIGE NATIONAL QUALITY AWARD (MBNQA) DIMENSIONS APPLIED IN GREEK TERTIARY EDUCATION SYSTEM." In 11th International Conference on Education and New Learning Technologies. IATED, 2019. http://dx.doi.org/10.21125/edulearn.2019.0159.

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Takai, Shun. "An Approach Toward Target Warranty Costing in the Conceptual Design Stage." In ASME 2007 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2007. http://dx.doi.org/10.1115/detc2007-35074.

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The importance of system quality has been increasingly emphasized in the past several decades. In 1987, Malcolm Baldrige National Quality Award (MBNQA) was established to promote quality awareness. Since then, more than 1,100 organizations have applied to the award. One way to measure system quality is by warranty cost. In the automobile industry, for example, warranty costs account for 3–4% of revenue. This paper proposes a framework for managing the warranty cost by setting a target warranty cost for the system and then allocating it to system modules in the conceptual design stage. In the proposed framework, engineers begin by constructing a knowledge-base of past warranty costs. Then regression analysis is used to set the target warranty cost of the new system, and Quality Function Deployment to allocate the target warranty cost to system modules. If detailed design becomes available, engineers can then compare estimated warranty cost with the target and decide whether to further improve reliability or reduce risk of system failure. This paper demonstrates the proposed methodology by using printers as an illustrative example.
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Liebesman, B. S. "The Malcolm Baldrige National Quality Award: A prescription for quality improvement and international competition." In ICC 91 International Conference on Communications Conference Record. IEEE, 1991. http://dx.doi.org/10.1109/icc.1991.162531.

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