• Journal of the Korea Safety Management & Science
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• v.10 no.4
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• pp.297-307
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• 2008

At the spots of enterprises experiencing rapid environmental changes, necessity for ceaseless managemental innovation is raised. We can't deny that management quality is also a part of such managemental innovation. Introduction of management quality by an organization is different from introduction of other individual innovative techniques. Management quality is not one time project but complete historical change program to be pursued continuously. Furthermore, it must be understood as a strategic 'Quality Journey' looking for far future of an organization. Malcolm Baldrige Model has been increasingly used in Korea as a global standard for management quality. The model, however, has shown a number of limitations in application due to nonsystematic elements in the implementation process. The deployment process of the model should be detailed through a real world case study. In this research, we proposed a quality evaluation standard model which is suitable for the Korean public enterprise based on the Malcolm Baldrige Non-profit Criteria, and examined the model. A 7-Point Likert Scale was used based on the seven categories within the 2007 Malcolm Baldrige Non-profit Criteria: Leadership, Strategic Planning, Customer and Market Focus, Management Analysis and Knowledge Management, Workforce Focus, Process Management, and Results. Furthermore, we analysed the validity and causal relationship among the factors within the model. Through the above case study, following common factors for successful Malcolm Baldrige Model have been derived. The following is a summary of the results of this study. First, for Malcolm Baldrige Model management, needs powerful support Leadership. Second, for Malcolm Baldrige Model management, needs systematic Strategic Planning. Third, for Malcolm Baldrige Model management, needs the continuous Customer and Market Focus. Fourth, for Malcolm Baldrige Model management, needs systematic Measurement Analysis and Knowledge Management. Five, for Malcolm Baldrige Model management, needs systematic Workforce Focus. Six, for Malcolm Baldrige Model management, needs systematic Process Management. The finding are surely necessary factors to arrange the human resource management for upgraded management quality, those factors help to explain why all enterprises consider human resource as the strategic view.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.33 no.3
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• pp.102-113
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• 2010

In this research, we proposed a quality evaluation standard model which is suitable for the internet shopping mall based on the Malcolm Baldrige National Quality Award model. A 7-Point Likert Scale was used based on the seven categories within the 2008 Malcolm Baldrige Criteria : Leadership, Strategic Planning, Customer and Market Focus, Measurement Analysis and Knowledge Management, Workforce Focus, Process Management, and Result. Furthermore, we analysed the validity and causal relationship among the factors within the model. The goal of this research is to find a rational standard to evaluate internet shopping malls nationwide and help the structuring and the operation of these malls. The results may be used not only as a tool to evaluate internet shopping mall sites but also as a guideline to improve the quality of a internet shopping mall site that is under development.

• Journal of Korean Society for Quality Management
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• v.36 no.4
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• pp.65-76
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• 2008

The purpose of this study is to contribute to escalation of a management quality of local public enterprise through integrating local public enterprise evaluation(LPEE) and Malcolm Baldrige Model(MBM). In order to achieve the purpose, I suggested that develop an integration model of LPEE and MBM criteria and use AHP(Analytic Hierarchy Process) as a technique posting weight value to criteria. Of two suggests, it is the former to date or discuss seriously. Therefore the integration model is redesigned for leadership/strategy category(leadership, strategy), management system category(customer management system, business management system, measurement/knowledge management system), and management result category(business result, customer satisfaction result, human resource management result, financial management result).

• Journal of Korean Society for Quality Management
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• v.46 no.4
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• pp.983-1000
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• 2018

Purpose: The purpose of this study is to provide academic and practical implications based on the analysis results of similarities and differentiation of Malcolm Baldrige National Quality Award (MBNQA) in healthcare institutes from 2007 to 2016. Methods: This study examined the characteristics and similarities, the changes made for the most importantly considered, a degree of improvement of patient satisfaction, and employee retention rate of the MBNQA awarded 8 healthcare institutes announced by NIST during the period of 2007-2016. Results: First, the MBNQA awarded 8 healthcare institutes that maintained and implemented effective plans for a long period of time to improve the quality of care services. Second, these organizations were selected among the top 10% of the institutional evaluations in the medical field in the United States. Third, they have tried to continuously improve patient and potential customer and employee satisfaction. Fourth, it is shown that the quality improvement efforts have made long-term and continuous improvement efforts on average 4-5 years. Lastly, the increased number of patients and the improved organizational performance are twice higher than those of other healthcare institutions. Conclusion: The results of this study suggest that common and differentiation strategies of healthcare institutions should be a good benchmarking model for other competitive healthcare institutions.

• Journal of the Korean Society for Library and Information Science
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• v.43 no.3
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• pp.31-58
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• 2009

In the digital information environment records have an even closer relationship with business processes and become a core element of organizations' managerial activities. In practice, management is represented as congregation of business outcomes. The importance of records management is increasingly emphasized in terms of organizations' compliance, knowledge-management and risk management. However, there is currently no academic discussion on a between records management and managerial activities. In this context, the study has the notion that this should be defined and acknowledged for public institutions' effective records management. Based on the Malcolm Baldrige Model and ISO 15489, the study discusses a close between records management and management quality. The records management elements of the Malcolm Baldrige model and the managerial quality elements of ISO 15489 were analyzed. Based on the analysis, both common and neglected elements were explored in terms of records management.

• Health Policy and Management
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• v.18 no.1
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• pp.43-62
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• 2008

The purpose of this study is to evaluate the causal relationship among health care criteria in Korean National Mental Hospitals, using Malcolm Baldrige National Quality Award(MBNQA). The survey instrument consists of 92 Questions from the seven the MBNQA health care criteria. Structural Equation Modeling (SEM) is used to analyze the empirical data and estimates the path coefficients among the seven categories. The result of this study indicates that Leadership drives Foundation and Direction, which influence on Systems that creates Results. Conclusively, among 18 hypotheses, 15 are statistically significant.

• Journal of Korean Society for Quality Management
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• v.37 no.1
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• pp.10-19
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• 2009

The objective of this study is to analyze the causal relationship among Non-profit Criteria of the Malcolm Baldrige National Quality Award(MBNQA) and to compare the casuality among company, hospital and non-profit organization field. The survey instrument consists of 94 questions from the seven categories of the MBNQA. Structural Equation Modeling (SEM) is used to analyze the empirical data and estimates the path coefficients among the MBNQA categories. The result of our research is as follows, First, the Leadership effects on as a driver of all factors. Secondly, the positive effect of the Foundation on the Direction and the System categories, Finally, the positive influence of the Direction on the System categories of the MBNQA model. In this study, most hypothesis are statistically significant.

• Journal of Advanced Navigation Technology
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• v.15 no.6
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• pp.1194-1211
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• 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
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• v.7 no.3
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• pp.92-97
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• 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
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• v.43 no.1
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• pp.11-30
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• 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.