Relevant bibliographies by topics / Malcolm Baldrige National Quality Award

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Academic literature on the topic 'Malcolm Baldrige National Quality Award'

Author: Grafiati
Published: 4 June 2021
Last updated: 30 July 2024

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Journal articles on the topic "Malcolm Baldrige National Quality Award"

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Loomba, Arvinder P. S., and Thomas B. Johannessen. "Malcolm Baldrige National Quality Award." Benchmarking for Quality Management & Technology 4, no. 1 (March 1997): 59–77. http://dx.doi.org/10.1108/14635779710163055.

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Ziegel, Eric R., M. Heaphy, and G. Gruska. "The Malcolm Baldrige National Quality Award." Technometrics 38, no. 2 (May 1996): 193. http://dx.doi.org/10.2307/1270436.

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Hertz, Harry S., Curt W. Reimann, and Mary C. Bostwick. "The Malcolm Baldrige National Quality Award concept." Quality Management in Health Care 2, no. 4 (1994): 63–72. http://dx.doi.org/10.1097/00019514-199402040-00012.

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Hertz, Harry S., Curt W. Reimann, and Mary C. Bostwick. "The Malcolm Baldrige National Quality Award concept." Quality Management in Health Care 2, no. 4 (1994): 63–72. http://dx.doi.org/10.1097/00019514-199422000-00012.

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Prybutok, Victor, and Robert Cutshall. "Malcolm Baldrige National Quality Award leadership model." Industrial Management & Data Systems 104, no. 7 (September 2004): 558–66. http://dx.doi.org/10.1108/02635570410550223.

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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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Lee, S. M., K. M. Zuckweiler, and S. Trimi. "Modernization of the Malcolm Baldrige National Quality Award." International Journal of Production Research 44, no. 23 (December 2006): 5089–106. http://dx.doi.org/10.1080/00207540500161043.

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Collier, David A. "Service, please: The Malcolm Baldrige National Quality Award." Business Horizons 35, no. 4 (July 1992): 88–95. http://dx.doi.org/10.1016/s0007-6813(05)80167-3.

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Goldstein, Sheldon D. "Measuring Up." Mechanical Engineering 132, no. 02 (February 1, 2010): 36–38. http://dx.doi.org/10.1115/1.2010-feb-4.

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This article presents an overview of the Malcolm Baldrige National Quality Award program. The award program was launched by Congress when it passed the Malcolm Baldrige National Quality Improvement Act of 1987. The act and the award it created were named for Ronald Reagan’s first Secretary of Commerce, who was killed in July 1987. The purpose of this award is to recognize outstanding, well-managed companies to set a standard of competitive excellence for American enterprises in the global economy. Applicants complete an application that makes them take stock of their critical practices—in management, employee relations, customer focus, and other key areas of business operations. The application, which reflects principles known as the Baldrige Criteria, invites a company to look at itself methodically to recognize what it is doing well and to find areas where improvement is possible. Although winning the award is prestigious, the more fundamental value lies in structuring a company’s culture and practices to deserve it.
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Vij, Anjna, and Kurt Darr. "The Malcolm Baldrige National Quality Award for Healthcare Organizations." Hospital Topics 73, no. 3 (July 1995): 4–7. http://dx.doi.org/10.1080/00185868.1995.9950570.

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

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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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DeFazio, Mary Beth. "Total Quality Management and the Malcolm Baldridge National Quality Award /." Online version of thesis, 1993. http://hdl.handle.net/1850/11577.

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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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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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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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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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Hackett, Lelia Louise Wallace. "Strategy for institutional improvement : application of Baldrige criteria at a selected community college /." Access restricted to users with UT Austin EID Full text (PDF) from UMI/Dissertation Abstracts International, 2001. http://wwwlib.umi.com/cr/utexas/fullcit?p3026197.

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Millan, Jorge A. Palmer James C. Hines Edward R. "Applicability of the premises of the Malcolm Baldrige National Quality Award framework to assessments of community college effectiveness." Normal, Ill. Illinois State University, 1997. http://wwwlib.umi.com/cr/ilstu/fullcit?p9803728.

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Thesis (Ph. D.)--Illinois State University, 1997.
Title from title page screen, viewed June 5, 2006. Dissertation Committee: James C. Palmer, Edward R. Hines (co-chairs), John R. McCarthy, Anita Lupo. Includes bibliographical references (leaves 81-84) and abstract. Also available in print.
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Books on the topic "Malcolm Baldrige National Quality Award"

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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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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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National Institute of Standards and Technology (U.S.), ed. The Malcolm Baldrige National Quality Award: 1994 award criteria. Gaithersburg, MD: United States Dept. of Commerce, Technology Administration, National Institute of Standards and Technology, 1993.

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Practice, Bureau of Business, ed. Award winning quality: Strategies from the winners of the Malcolm Baldrige National Quality Award. Waterford, CT: Bureau of Business Practice, 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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Kathryn, Troy, and Conference Board, eds. Baldrige winners on world-class quality. New York, NY: Conference Board, 1992.

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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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Corporation, Xerox, ed. Malcolm Baldridge National Quality Award submission document, 1989. Milwaukkee, Wis: ASQC Quality Press, 1993.

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

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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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Book chapters on the topic "Malcolm Baldrige National Quality Award"

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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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Evans, James R. "Performance Excellence: The Malcolm Baldridge National Quality Award Criteria." In Innovations in Competitive Manufacturing, 413–25. Boston, MA: Springer US, 2000. http://dx.doi.org/10.1007/978-1-4615-1705-4_34.

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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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McNealy, Roderick M. "What does a quality organization look like? — the Malcolm Baldridge National Quality Award, winning isn’t everything!" In Making Quality Happen, 163–77. Boston, MA: Springer US, 1993. http://dx.doi.org/10.1007/978-1-4613-0445-6_11.

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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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Stauss, Bernd. "The Ritz-Carlton Hotel Company — Preisträger 1992 der höchsten amerikanischen Qualitätsauszeichnung, des Malcolm Baldrige National Quality Awards: Zusammenfassung der Bewerbungsunterlagen." In Qualitätsmanagement und Zertifizierung, 365–95. Wiesbaden: Gabler Verlag, 1994. http://dx.doi.org/10.1007/978-3-322-82546-9_14.

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Mohapatra, Sanjay. "BPR and Malcolm Baldrige National Quality Program." In Business Process Reengineering, 191–212. Boston, MA: Springer US, 2012. http://dx.doi.org/10.1007/978-1-4614-6067-1_9.

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Mellat-Parast, M., and Erick C. Jones. "A Relationship between Six Sigma and Malcolm Baldrige Quality Award." In Supply Chain Engineering and Logistics Handbook, 339–45. Boca Raton : CRC Press, an imprint of Taylor & Francis Group, 2019.: CRC Press, 2019. http://dx.doi.org/10.1201/9781315159096-10.

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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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Conference papers on the topic "Malcolm Baldrige National Quality Award"

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Dima, Thaleia, and Michael Glykas. "A Systematic Literature Review of Malcolm Baldrige National Quality Award (MBNQA)." In 7th International Scientific Conference ITEMA Recent Advances in Information Technology, Tourism, Economics, Management and Agriculture. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2023. http://dx.doi.org/10.31410/itema.2023.325.

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Many organizations measure and assess organizational perfor­mance as a business excellence strategy and make quality a key element of their overall business philosophy, as quality leads to improved business per­formance. In an increasingly turbulent and competitive business environ­ment, numerous organizations have adopted business excellence frame­works to obtain and monitor progress toward business excellence. Devel­oped in the USA, the Malcolm Baldrige Award is a prominent award con­cerning quality management. This paper reviews approximately 90 jour­nals from different countries, and most of the researchers use the criteria of the Malcolm Baldrige National Quality Award (MBNQA) to gauge organi­zational performance. The paper aims to present the Malcolm Baldrige Na­tional Quality Award (MBNQA) and compare it with even two well-known business excellence models in the world: the Deming Prize and the European Foundation for Quality Management (EFQM) to show what criteria the au­thors can apply to enhance Business Excellence Models (BEMs).
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Bebb, Barry. "Decade of continuous improvements with Xerox that led to improved market performance and the Malcolm Baldrige National Quality Award." In OSA Annual Meeting. Washington, D.C.: Optica Publishing Group, 1990. http://dx.doi.org/10.1364/oam.1990.thc4.

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Management and technical continuous improvement processes initiated in the late 1970s that eventually enable Xerox to recover Market Share from Japanese competitors and to win the Malcolm Baldrige National Quality Award will be presented.
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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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Harsanto, Budi. "Technological and Organizational Innovation in Food and Agricultural Firms: Case Studies on MBNQA Recipients." In The 2nd International Conference on Technology for Sustainable Development. Switzerland: Trans Tech Publications Ltd, 2022. http://dx.doi.org/10.4028/p-o46xi5.

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The rising demand for food and agricultural products encourages agricultural firms to innovate in both quantity and quality. The specific aim of this study is to investigate the innovation practices in food and agricultural firms. This study takes the case study method by using the cases of the Malcolm Baldrige National Quality Award (MBNQA) recipients engaged in food and agricultural products, namely Cargill Corn Milling (CCM) and Sunny Fresh Foods (SFF). The data is drawn mainly from Baldrige Application Summary, supplemented by other sources such as the company website as a compliment. This study suggests that innovation is strong in these two firms, both technologically and organizationally. It is indicated by the implementation of sophisticated technology such as automation and robotics and the implementation of organizational innovation in the form of i2i (ideas to innovation) R&D expertise in food products. This study offers important lessons learned on innovation for the agricultural firms to meet current demand while also developing the firm's capability to innovate.
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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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Malik, Sushil K., and Keith M. Gardiner. "ISO 9000 AND THE MALCOLM BALDRIGE AWARD: A COMPLEMENTARY STRATEGY FOR TOTAL QUALITY MANAGEMENT DEPLOYMENT." In Flexible Automation and Integrated Manufacturing 1994. Connecticut: Begellhouse, 2023. http://dx.doi.org/10.1615/faim1994.580.

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Reports on the topic "Malcolm Baldrige National Quality Award"

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Steller, Mitchell E., and Barbara Lamb. The National Shipbuilding Research Program, 1990 Ship Production Symposium, Paper No. 3B-2: Shipbuilding and the Malcolm Baldridge National Quality Award. Fort Belvoir, VA: Defense Technical Information Center, August 1990. http://dx.doi.org/10.21236/ada455998.

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