A Performance Assessment of the US Baldrige Quality Award Winners

Wisner, Joel D.; Eakins, Stan

doi:10.1108/02656719410051643

Cited by 69 publications

(41 citation statements)

References 5 publications

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“…Further support for the superior performance of Baldrige Award winners is provided by Wisner and Eakins [55]. Their studies reveal a strong positive relationship between quality improvement programmes and financial performance, while acknowledging that there is no guarantee of continual financial success in today's competitive environment.…”

Section: Introductionmentioning

confidence: 94%

Identification of the Critical Factors of TQM*

1996

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Current concepts in the field of Total Quality Management (TQM) are largely based upon case studies, anecdotal evidence and the prescriptions of leading "gurus." Consequently, there is little consensus on which factors are critical to the success of the approach. Few attempts have been made to scientifically synthesise frameworks for measuring quality management practices, and a methodology for examining the issue has yet to be established. This has meant that current TQM models, such as the Malcolm Baldrige Award, have not been constructed or validated by empirical means. This paper presents a research methodology that can be used to improve self-assessment frameworks, such as the Baldrige Award, to better inform organisations in the development of Total Quality Systems.The research extracts a series of items from the Baldrige model and established literature. These items formed the basis of a questionnaire sent to over 200 managers.Data was examined using several well-established analytical techniques that identified 10 critical factors of TQM. These factors were shown to be reliable and valid, and offer new insights into our understanding of TQM.

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Section: Introductionmentioning

confidence: 94%

Identification of the Critical Factors of TQM*

1996

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“…[14] suggested there is a positive relationship between success in the Baldrige Award and financial performance. [15] surveyed MBNQA applicants and firms using the award framework for self-assessment purposes.…”

Section: Introductionmentioning

confidence: 99%

A structural model analysis of the Malcolm Baldrige National Quality Award framework

Ghosh¹,

Handfield²,

Kannan³

et al. 2003

IJMDM

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The Malcolm Baldrige National Quality Award (MBNQA) has become a model for the deployment of quality programs. While the framework underlying the award has been used extensively by organizations, both for award and self-assessment purposes, little empirical evidence exists regarding its validity as a predictor of organizational performance. This research presents a structural equation model that explicitly tests the relationships between strategic and operational quality planning implied by the framework, and their impact on performance. Results support the theory underlying the Baldrige award. Specifically, the strategic quality planning process, mediated by the effective use of information and analysis, is the driver of operational quality planning. Positive business results are the outcome of this planning process. Results also show that customer and marke t focus is a crucial input to strategic quality planning, the commitment of senior leadership is critical in securing a customer and market focus, and operational level business processes are driven by a strategic commitment to human resource management.

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“…Award winners have stronger financial performance and Wisner and Eakins (1994) greater increases in their market value Helton (1995) Lawler et al (1995 Huselid and Becker (1996) Easton and Jarrell (1998) NIST (1996, 1997a Hendricks and Singhal (2001 Black and Lynch (1996a,b) Program. Although it is beyond the scope of this evaluation paper to discuss the literature in detail, the table does show that scholars have identified several aspects of the social benefits associated with the Program, the Award, and the underlying Criteria.…”

Section: Aspects Of Performance Authorsmentioning

confidence: 96%

An economic evaluation of the Baldrige National Quality Program

Link

Scott

2006

Economics of Innovation and New Technology

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All federal programs are accountable for their use of public funds. This paper presents conservative estimates of the net social benefits associated with the Baldrige National Quality Award Program, established within the National Institute of Standards and Technology in 1987. On the basis of survey data from members of the American Society for Quality, we estimate cost savings benefits to members, extrapolate those benefits to the economy as a whole, and compare the benefits to the social costs associated with the Program. Our estimation method implies that the ratio of economy-wide benefits to social costs probably exceeds 207:1, supporting the hypothesis that the public investments in quality-standards infrastructure are worthwhile.Evaluation methods, Public program evaluation, Social benefits and costs,

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A Performance Assessment of the US Baldrige Quality Award Winners

Cited by 69 publications

References 5 publications

Identification of the Critical Factors of TQM*

Identification of the Critical Factors of TQM*

A structural model analysis of the Malcolm Baldrige National Quality Award framework

An economic evaluation of the Baldrige National Quality Program

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