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Journal articles on the topic 'National Brazilian Quality Award'

Author: Grafiati

Published: 4 June 2021

Last updated: 10 February 2022

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1

Cauchick Miguel, P. A., C. Morini, and S. R. I. Pires. "An application case of the Brazilian National Quality Award." TQM Magazine 16, no. 3 (2004): 186–93. http://dx.doi.org/10.1108/09544780410532927.

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2

Cauchick Miguel, Paulo A. "Receiving a national quality award three times." TQM Journal 27, no. 1 (2015): 63–78. http://dx.doi.org/10.1108/tqm-10-2010-0027.

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Purpose – In recent decades, a framework for management performance has proven to be an important management practice for achieving organisational performance excellence. In this sense, the purpose of this paper is to analyse how a specific company manages to achieve performance excellence through the attainment of the Brazilian National Quality Award. Design/methodology/approach – The study adopts a case-based approach using a single unit of analysis that might be considered a revealing case. The company studied is one of the largest companies in the information and financial analysis sector in Latin America and is part of a major worldwide corporation. Semi-structured interviews with senior managers and document analysis were used for data collection, with content and inductive analysis performed a posteriori. Findings – The main results outline the approach adopted by the company for each performance excellence award criterion and highlight some of the relevant organisational practices, especially those related to the nature of the company’s businesses. The findings show that the top management has been an essential driving force in transforming the managers at all levels into agents of improvement at the studied company. Additional key points are the deployment of the company’s “shared values” throughout the company and the implementation of a medium- and long-term comprehensive strategic plan focused on the award criteria. The company’s strategic system has been a driving force of its success. Research limitations/implications – For a more extensive empirical validation, further replications using other samples are needed to ensure the external validity of these findings. Originality/value – This paper is one of the few published studies discussing business excellence in emerging economies, which is not observed very often in developing markets. In addition, the paper focuses on promoting a culture of quality, a less common phenomenon in the economies of developing countries than in those of developed nations. Finally, this paper may be useful for practitioners and academics interested in the subject of quality and performance excellence.

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3

Cauchick Miguel, P. A. "Comparing the Brazilian national quality award with some of the major prizes." TQM Magazine 13, no. 4 (2001): 260–72. http://dx.doi.org/10.1108/09544780110391675.

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4

Pignanelli, Alexandre, and João Mário Csillag. "The Impact of Quality Management on Profitability: An Empirical Study." Journal of Operations and Supply Chain Management 1, no. 1 (2008): 66. http://dx.doi.org/10.12660/joscmv1n1p66-77.

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The article investigates the impact of quality on profitability, following the evolution duringa ten years period of 31 firms recognized by Brazilian National Quality Award (PNQ). Data of other companiesfrom the same sectors were also considered, reaching 5354 observations. The statistical analysesincluded regressions, parametric and non-parametric analyses.

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5

de Macedo-Soares, T. Diana L. v. A., and S. G. R. Chamone. "The Brazilian National Quality Award: sharing some best practices of the winner in 1993." Technovation 14, no. 10 (1994): 657–78. http://dx.doi.org/10.1016/0166-4972(94)90112-0.

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6

de Macedo-Soares, T. Diana L. v. A., and S. G. R. Chamone. "The Brazilian national quality award: sharing some best practices of the winner in 1993." Technovation 14, no. 10 (1994): 695–96. http://dx.doi.org/10.1016/0166-4972(94)90117-1.

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7

Arruda, Luciana Barros de, Fabrício Souza Campos, Jônatas Santos Abrahão, Flávio Guimarães da Fonseca, João Pessoa Araújo Junior, and Fernando Rosado Spilki. "31st Brazilian Online Society for Virology (SBV) 2020 Annual Meeting." Viruses 13, no. 3 (2021): 414. http://dx.doi.org/10.3390/v13030414.

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The year 2020 was profoundly marked by the emergence and spread of SARS-CoV-2, causing COVID-19, which represents the greatest pandemic of the 21st century until now, and a major challenge for virologists in the scientific and medical communities. Increased numbers of SARS-CoV-2 infection all over the world imposed social and travel restrictions, including avoidance of face-to-face scientific meetings. Therefore, for the first time in history, the 2020 edition of the Brazilian Society of Virology (SBV) congress was totally online. Despite the challenge of the new format, the Brazilian society board and collaborators were successful in virtually congregating more than 921 attendees, which was the greatest SBV participant number ever reached. Seminal talks from prominent national and international researchers were presented every night, during a week, and included discussions about environmental, basic, animal, human, plant and invertebrate virology. A special roundtable debated exclusively new data and perspectives regarding COVID-19 by some of the greatest Brazilian virologists. Women scientists were very well represented in another special roundtable called “Young Women Inspiring Research”, which was one of the most viewed and commented section during the meeting, given the extraordinary quality of the presented work. Finally, SBV offered the Helio Gelli Pereira award for one graduate and one undergraduate student, which has also been a fruitful collaboration between the society and Viruses journal. The annual SBV meeting has, therefore, reached its goals to inspire young scientists, stimulate high-quality scientific discussion and to encourage global collaboration between virologists.

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8

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

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9

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

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10

Thompson, Cheryl A. "Michigan hospital captures national quality award." American Journal of Health-System Pharmacy 63, no. 3 (2006): 198–206. http://dx.doi.org/10.2146/news050048.

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11

Cauchick Miguel, Paulo A. "Quality management through a national quality award framework." TQM Magazine 18, no. 6 (2006): 626–37. http://dx.doi.org/10.1108/09544780610707110.

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12

Thompson, Cheryl A. "Pharmacy helps hospital win national quality award." American Journal of Health-System Pharmacy 62, no. 4 (2005): 343–47. http://dx.doi.org/10.1093/ajhp/62.4.0343.

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13

Thompson, Cheryl A. "Pharmacy helps hospital win national quality award." American Journal of Health-System Pharmacy 62, no. 4 (2005): 343–47. http://dx.doi.org/10.1093/ajhp/62.4.343.

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14

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

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15

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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16

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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17

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

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18

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 (2006): 5089–106. http://dx.doi.org/10.1080/00207540500161043.

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19

Marwa, Simmy, and Mohamed Zairi. "Towards an integrated national quality award in Kenya." TQM Journal 20, no. 3 (2008): 249–64. http://dx.doi.org/10.1108/17542730810867263.

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20

Evans, Don S. "OBSESSED WITH QUALITY: OMI WINS THE MALCOM BALDRIGE NATIONAL QUALITY AWARD." Proceedings of the Water Environment Federation 2001, no. 14 (2001): 894–907. http://dx.doi.org/10.2175/193864701802779107.

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21

Tan, Kay C., and Hsien H. Khoo. "Indian society, total quality and the Rajiv Gandhi National Quality Award." Journal of Management Development 21, no. 6 (2002): 417–26. http://dx.doi.org/10.1108/02621710210430605.

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22

Djerdjouri, Mohamed. "National quality and business excellence awards in a developing country: the Fiji National Quality Award." TQM Magazine 16, no. 2 (2004): 120–24. http://dx.doi.org/10.1108/09544780410523017.

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23

Vij, Anjna, and Kurt Darr. "The Malcolm Baldrige National Quality Award for Healthcare Organizations." Hospital Topics 73, no. 3 (1995): 4–7. http://dx.doi.org/10.1080/00185868.1995.9950570.

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24

Caplan, Frank. "CURRENT STATE OF THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD." Quality Engineering 10, no. 4 (1998): vii—viii. http://dx.doi.org/10.1080/08982119808919176.

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25

Lin, Chin-Sen, Li-Fei Chen, Chao-Ton Su, and Ting-Chien Kon. "Stock price impact on the Taiwan National Quality Award." Total Quality Management & Business Excellence 24, no. 1-2 (2013): 158–70. http://dx.doi.org/10.1080/14783363.2012.704267.

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26

Lee, S. M., B. H. Rho, and S. G. Lee. "Impact of Malcolm Baldrige National Quality Award Criteria on organizational quality performance." International Journal of Production Research 41, no. 9 (2003): 2003–20. http://dx.doi.org/10.1080/0020754031000077329.

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27

Meyer, Susan M., and David A. Collier. "Contrasting the Original Malcolm Baldrige National Quality Award and the Health Care Pilot Award." Quality Management in Health Care 6, no. 3 (1998): 12–21. http://dx.doi.org/10.1097/00019514-199806030-00002.

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28

Klingel, Patti. "Malcolm Baldrige National Quality Award Winners Feted in Washington, DC." Journal For Healthcare Quality 24, no. 4 (2002): 43. http://dx.doi.org/10.1111/j.1945-1474.2002.tb00446.x.

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29

Przasnyski, Zbigniew H., and Lawrence S. Tai. "Stock performance of Malcolm Baldrige National Quality Award winning companies." Total Quality Management 13, no. 4 (2002): 475–88. http://dx.doi.org/10.1080/09544120220149287.

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30

Bhote, Keki R. "Motorola's long march to the Malcolm Baldrige National Quality Award." National Productivity Review 8, no. 4 (1989): 365–76. http://dx.doi.org/10.1002/npr.4040080405.

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31

Peng, Xianghui, and Victor Prybutok. "Relative effectiveness of the Malcolm Baldrige National Quality Award categories." International Journal of Production Research 53, no. 2 (2014): 629–47. http://dx.doi.org/10.1080/00207543.2014.961207.

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32

Fernandes, Felipe Bruno Martins. "Good Life vs. the Frontlines." Revista de Antropologia da UFSCar 3, no. 2 (2011): 104–20. http://dx.doi.org/10.52426/rau.v3i2.58.

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This paper seeks to offer some new ideas about the kind of strategies that contribute to productive coalitions between activists and scholars. Potential divisions between activists and scholars became evident in an e-mail discussion that happened in the web group of the Brazilian National LGBT Association (ABGLT) about the Brazilian Human Rights Award.

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33

DORIO, MARTIN M. "TOTAL QUALITY SELF-APPRAISAL: USE OF THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD CRITERIA." Quality Engineering 5, no. 2 (1992): 225–41. http://dx.doi.org/10.1080/08982119208918965.

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34

Przasnyski, Zbigniew H., and Lawrence S. Tai. "Stock market reaction to Malcolm Baldridge National Quality Award announcements: Does quality pay?" Total Quality Management 10, no. 3 (1999): 391–400. http://dx.doi.org/10.1080/0954412997901.

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35

Castle, Nicholas, Doug Olson, Urvi Shah, and Kevin Hansen. "Do Recipients of an Association-Sponsored Quality Award Program Experience Better Quality Outcomes Compared With Other Nursing Facilities Across the United States?" Journal of Applied Gerontology 37, no. 11 (2016): 1368–90. http://dx.doi.org/10.1177/0733464816665205.

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Background: This study explores the relationship between recipients of an association-sponsored Quality Award Program and select measures of quality in U.S. nursing facilities, examined both cross-sectionally and over time. Method: Data used came from Quality Award Program recipients over 9 years (2003-2011) and a set of quality indicators from the Online Survey Certification and Reporting (OSCAR) database. These data were analyzed using a variety of multivariate regression techniques. Results: Cross-sectionally, the award recipients demonstrated higher performance on most of the quality indicators, compared with both the broader field of nursing facilities and also a more stringent comparison group of facilities. Comparing quality from the 4 years before the award was received to the 4 years after the award, the majority of quality indicators demonstrated improvement in those facilities receiving an award. Conclusion: These results indicate that, in general, the nursing facilities that participate in and receive the Silver or Gold American Health Care Association (AHCA) and National Center for Assisted Living (NCAL) National Quality Award perform at a higher level of quality for residents and sustain that heightened performance over a period of time.

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36

Su, Chao-Ton, Shao-Chang Li, and Chin-Ho Su. "An empirical study of the Taiwan National Quality Award causal model." Total Quality Management & Business Excellence 14, no. 8 (2003): 875–93. http://dx.doi.org/10.1080/1478336032000090815.

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37

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 (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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38

Gaucher, Ellen, and Eric Kratochwill. "The Malcolm Baldrige National Quality Award: Implications and Uses for Healthcare Organizations." Infection Control and Hospital Epidemiology 16, no. 5 (1995): 302–7. http://dx.doi.org/10.2307/30143097.

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39

Wilson, Darryl D., and David A. Collier. "An Empirical Investigation of the Malcolm Baldrige National Quality Award Causal Model." Decision Sciences 31, no. 2 (2000): 361–83. http://dx.doi.org/10.1111/j.1540-5915.2000.tb01627.x.

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40

Ghosh, Soumen, Robert B. Handfield, Vijay R. Kannan, and Keah Choon Tan. "A structural model analysis of the Malcolm Baldrige National Quality Award framework." International Journal of Management and Decision Making 4, no. 4 (2003): 289. http://dx.doi.org/10.1504/ijmdm.2003.003996.

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41

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 (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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42

Kern Pipan, Karmen, Boštjan Gomišček, and Miroljub Kljajić. "Slovenian national excellence award and total quality management deployment in Slovenian companies." Total Quality Management & Business Excellence 25, no. 7-8 (2014): 750–62. http://dx.doi.org/10.1080/14783363.2014.904569.

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43

Curkovic, Sime, Steve Melnyk, Roger Calantone, and Robert Handfield. "Validating the Malcolm Baldrige National Quality Award Framework through structural equation modelling." International Journal of Production Research 38, no. 4 (2000): 765–91. http://dx.doi.org/10.1080/002075400189149.

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44

Miller, Jason, and Mahour Mellat Parast. "Learning by Applying: The Case of the Malcolm Baldrige National Quality Award." IEEE Transactions on Engineering Management 66, no. 3 (2019): 337–53. http://dx.doi.org/10.1109/tem.2018.2828000.

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45

Gaucher, Ellen, and Eric Kratochwill. "The Malcolm Baldrige National Quality Award: Implications and Uses for Healthcare Organizations." Infection Control and Hospital Epidemiology 16, no. 5 (1995): 302–7. http://dx.doi.org/10.1086/647111.

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46

Haktanır, Elif. "Interval valued Pythagorean fuzzy aggregation operators based Malcolm Baldrige National Quality Award assessment." Journal of Intelligent & Fuzzy Systems 39, no. 5 (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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47

Hayashi, Haruo. "Congratulations! The Fourth JDR Award." Journal of Disaster Research 15, no. 1 (2020): 3. http://dx.doi.org/10.20965/jdr.2020.p0003.

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The Fifth JDR Award ceremony was held in Kanda, Japan, at December 18, 2019 and a prize were given to Doctor Yuichiro Usuda, National Research Institute for Earth Science and Disaster Resilience (NIED), Japan. We congratulate the winner and sincerely wish for future success.

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48

Vrtodušić Hrgović, Ana-Marija. "QUALITY MANAGEMENT IN TOURISM AND HOSPITALITY INDUSTRY." Tourism and hospitality management 11, no. 1 (2005): 121–33. http://dx.doi.org/10.20867/thm.11.1.7.

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Snažna je konkurencija na tržištu uvjetovala razvoj novog pristupa upravljanju poznatog kao Upravljanje potpunom kvalitetom (TQM - Total Quality Management). Zbog važnosti koju kvaliteta ima u postizanju konkurentske prednosti i u hotelskoj su se industriji počeli primjenjivati sustavi upravljanja potpunom kvalitetom. Prilikom uvođenja ovih sustava hotelska poduzeća mogu koristiti različite pristupe koje će prilagoditi svojim uvjetima poslovanja. Pri tome se mogu koristiti tzv. "TQM standardi ili okviri" tj. nacionalni ili međunarodni standardi i nagrade za kvalitetu, a zbog svoje su široke primjene u radu dati okviri koje nudi međunarodni standard ISO 9001:2000 te modeli poslovne izvrsnosti Malcolm Baldrige National Quality Award i European Quality Award.

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49

Pereira, Jaqueline Lopes, Michelle Alessandra de Castro, Sinead Hopkins, Carolyn Gugger, Regina Mara Fisberg, and Mauro Fisberg. "Proposal for a breakfast quality index for brazilian population: Rationale and application in the Brazilian National Dietary Survey." Appetite 111 (April 2017): 12–22. http://dx.doi.org/10.1016/j.appet.2016.12.023.

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50

Pryor, Mildred Golden. "Jay Champion of Elevations Credit Union, 2014 Malcolm Baldrige National Quality Award Recipient." Journal of Applied Management and Entrepreneurship 21, no. 3 (2016): 119–23. http://dx.doi.org/10.9774/gleaf.3709.2016.ju.00008.

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