• Journal of Korean Society for Quality Management
• /
• v.28 no.3
• /
• pp.82-90
• /
• 2000

MBNQA(Malcolm Baldrige National Quality Award) was established in 1987 in order to promote the spread of TQM in U.S. Likewise, JQA(Japanese Quality Award) was set up in 1995 in order to upgrade the level of TQM activities in Japan. MBNQA and JQA are quite the same in their basic concepts, values, and the process of the examination, but they differ in the contents of the criteria. The objective of this study is to Identify the differences between MBNQA and JQA in terms of strategy planning category, Therefore, in this paper, strategy planning category is analyzed, especially its theoretical validity is examined by literature review. The major differences are as follows: JQA emphasizes strongly the evaluation process than MBNQA by requiring the measuring of the level of strategic achievement. On the other hand, in MBNQA, strategic objectives must be estimated by decision analysts techniques, scenario tools, and other statistical methodologies.

• Journal of Korean Society for Quality Management
• /
• v.28 no.4
• /
• pp.140-150
• /
• 2000

MBNQA(Malcolm Baldrige National Quality Award) was established in 1987 in order to promote the spread of TQM in U.S. Likewise, JQA(Japanese Quality Award) was set up in 1995 in order to upgrade the level of TQM activities in Japan. MBNQA and JQA are quite the same in their basic concept, values, and the process of the examination, but they differ in the contents of the criteria. The objective of this study is to identify the differences between MBNQA and JQA in terms of strategy planning category. Therefore, in this paper, strategy planning category is analyzed, especially its theoretical validity is examined by literature review. The major differences are as follows: JQA emphasizes strongly the evaluation process than MBNQA by requiring the measuring of the level of strategic achievement. On the other hand, in MBNQA, strategic objectives must be estimated by decision analysis techniques, scenario tools, and other statistical methodologies.

• Journal of Korean Society for Quality Management
• /
• v.36 no.4
• /
• pp.56-64
• /
• 2008

Achieving sustainable performances is not an easy task in today's challenging environment. Since late 1980's, Baldrige Criteria for performance excellence has helped many organizations align their processes, their people, their resources, and their customers' needs. This study analyzes IT Quality effect on performances using Baldrige Criteria. Previous studies on Baldrige Criteria show the relationship between management quality and firm value.

• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.33 no.4
• /
• pp.85-99
• /
• 2010

This study is to identify the present condition and level of human resource administration in domestic profit and non-profit organizations, and to investigate on the relation between human resource management and management performance in enterprise. This study is to make items related to the human resource management of American Malcolm Baldrige Award's level and management performance researching questions, investigates seven patterns of organs surveyed positively. The results are as follows: Firstly, the profit organs like manufacturing companies shows more positive than non-profit in comparison with human resource management of each organs. And a local government and public enterprise which is non-profit show to recognize human resource management is insufficient on th whole. Secondly, perception level of a medical institution, educational institution and service industry about aromaticity of human resource management by global standard shows to be positive, but the local government negative. Thirdly, the profit organ in the recognition of human resource management about details practice too, shows to be positive, while non-profit negative. Fourth, the result which compares and analyzes management performance between the similar industry overall show to recognize positive, but public enterprise negative about product, service performance and human resource management. Fifthly, the details practice of human resource administration shows to influence meaningly to all management performance. Therefore, all organizations will positively confront human resource management, make the circumstance of organization through systematic program, and promote the management performance of the organization.

• Journal of Advanced Navigation Technology
• /
• v.15 no.6
• /
• pp.1194-1211
• /
• 2011

The main research purpose of this paper is developed to Fusion Management System Model that is competition advantage and excellence airport for the airport authorities. Fusion Management System Model is developed to fuse and convert how is consist of creativity management and management quality system. Fusion management system structure is as follow. Firstly, part of foundation configured to philosophy and intention of CEO, company as like university and value-based creative corporate culture. Secondly, part of body is applied that is process by 6sigma, system by ISO9001. Thirdly, part of head is applied that is strategy and evaluation by Malcolm Baldrige National Quality Award of U.S.A. Also, system connected to synergy line that is creativity management, fusion & convergence and trust. Finally, this system has been researched to the practical perspective in order to realize for airport authorities.

• International Journal of Quality Innovation
• /
• v.7 no.3
• /
• pp.92-97
• /
• 2006

This research deals with the determination of 25 key assessment questions(KAQ) from the Baldrige criteria. It first investigates the performance of all the examination questions through real world applications. The 25 KAQs are then selected based the level of correlation between each of the questions and the overall assessment results. A set of field data are used for validating the key assessment questions in a statistical framework.

• Journal of Korean Society for Quality Management
• /
• v.43 no.1
• /
• pp.11-30
• /
• 2015

Purpose: The purpose of this study is to lay groundwork for future research on the outcomes of national quality awards for secondary-care healthcare organizations. Methods: For this study, a secondary-care hospital was selected through a convenience sampling method and all of its organizational members participated in complete enumeration survey using 109 survey questions derived from the MBNQA criteria for healthcare through structural equation modeling (SEM) Results: As a result, Leadership was shown to drive Foundation and Direction, which affect System that creates Results with 12 hypotheses supported out of 18 hypotheses established. Conclusion: The findings of this study will provide valuable implications to the top management of secondary-care hospitals for self-examining quality management and promoting sustainable competitiveness.

• Proceedings of the Korean Operations and Management Science Society Conference
• /
• 1995.04a
• /
• pp.827-844
• /
• 1995

Total Quality Management (TQM) is the aggregated management philosophy for quality including production, operation, human resource, leadership, marketing, and etc. TQM is the advanced concept and philosophy rather than traditional "Quality Control" or "Quality Assurance". Nowadays, downstream costs has been increased, that made cost accountants' attention to costs of quality. Many countries have developed their own quality awards system in order to improve overall national quality level. The Deming Prize of Japan and Malcolm Baldrige National Quality Award (MBNQA) of United States are two representatives of quality prizes. We compared the two awards by means of their history, objective, coverage, and judging criteria. Deming Prize has a longer history than MBNQA. Deming Prize selects five winners a year, while MBNQA has two or three areas. The biggest difference is judgement criteria. The Deming Prizes focuses on statistical control which is a traditional quality control method, while MBNQA concentrates on modem business concept such as customer satisfaction. The suggestions to these awards are: evaluate more on information of quality; evaluate more on inter-functional relationship between quality control function and other link more financial success.e financial success.

• Journal of Korea Society of Digital Industry and Information Management
• /
• v.14 no.1
• /
• pp.87-101
• /
• 2018

The purpose of this study is to develop the measuring instruments for evaluation criteria for Malcolm Baldrige National Quality Award(MBNQA), suitable for ICT Industries, and to analyze the cause-effect relationship between those criteria through aforementioned instruments. MBNQA is formed with seven categories: Leadership, Strategic planning, Focus on patients, other customers and markets, Measurement, analysis and knowledge management, Human resource focus, Process management and Results. As excluding the Human Resource Focus category, this study empirically examined the cause-effect relationship among six categories. In order to empirically examine the research model, this study calculated Cronbach's alpha and reliability index, thus examined the reliability and executed Exploratory Factor Analysis. Furthermore, Average Variance Extracted(AVE) is used to verify the discriminant validity. Lastly, the hypothesis testing was made complete through significance test on the paths between variables. The result of this study shows that both leadership and social responsibility have direct cause-effect relationship with Measurement, analysis and knowledge management, Human resource focus, Process management and also that this relationship has direct impact on Human resource focus, Measurement, analysis and knowledge management as well, consequently exerting influence on the result through Process management, Finance and Market data.

• Journal of Engineering Education Research
• /
• v.3 no.2
• /
• pp.84-92
• /
• 2000

U.S. Congress established the Malcolm Baldrige National Quality Award (MBNQA) program in 1987 to recognize U.S. organizations for their achievements in quality and business performance and to raise awareness about the importance of quality and performance excellence as a competitive edge. The Baldrige Award was envisioned as a standard of excellence that would help U.S. organizations achieve world-class quality. Recently the U.S, Congress approved legislation that made education and health care organizations eligible to participate in the Award Program. These criteria are applied to evaluate two academic departments (Computer Science & Industrial Systems and Electrical Engineering) at Yonsei University. It was an informal evaluation performed by the undergraduate students who took quality Engineering course. Evaluated total scores turn out to be 522.5 and 548.5 for both, respectively. According to the MBNQA diagnosis, this level of score represents that there are some areas or work units which need to be improved. We hightlight them so that they can be used as feedback information.