MBNQA criteria used in the GCC countries

Abstract

Purpose -Quality criteria of The Malcolm Baldrige National Quality Award (MBNQA) have been used as a standard for organisational self-assessment and benchmarking. The threefold purpose of this paper is: to analyse the individual weights of the MBNQA criteria for organisations of the construction and the manufacturing industry within the GCC (Gulf Cooperation Council) countries in order to create a basis for self-assessment and benchmarking; to identify differences of criteria importance between the construction and the manufacturing industry (external alignment) in order to identify challenging areas on TQM when two organisations from the respective industries collaborate; and to compare the perspectives of project managers with those of quality management representatives (internal alignment) in order to identify challenging areas on an organisation's TQM caused by not aligned or contradicting perspectives. Design/methodology/approach -Questionnaire based in-depth interviews of GCC project managers and quality management representatives were analysed using a fuzzy analytical hierarchy process (AHP) to calculate the weights and subsequent ranking of seven quality criteria. Findings -When compared to the original weights of the MBNQA criteria, the "results" criterion was found to be ranked the same. However, clear differences were identified regarding the criteria "leadership" and "measurement/analysis". The differences between the two analysed industries were not significant, whereas project managers and quality management representatives have clearly differing views on all seven criteria. Originality/value -First, the analysed ranking of MBNQA quality criteria in the GCC countries gives organisations of the construction and the manufacturing industry a benchmark for comparison with their ranking of the MBNQA criteria. Second, clients may assume a common and hence strong basis for TQM when organisations belonging to the construction industry collaborate with organisations belonging to the manufacturing industry. Third, the organisations' internal communication between project managers and quality management representatives needs to be improved in order to pursue common TQM goals effectively.

Measuring the lean readiness of Kuwaiti manufacturing industries

“…These results are consistent with Zairi (1996) and Garza-Reyes et al (2011), who claimed that Kuwaiti industries are still in the early stages of understanding and using quality initiative, as well as Al-khalifa and Aspinwall (2000), who suggested that the maturity level towards quality initiative is very low in Arabic countries, and with Jaeger et al (2013), who said that quality initiative does not play an important role in Gulf Cooperation Council (GCC) organizations. Moreover, this result proves the findings of Tannock and Ahmed (2008), who found that Arab countries have yet to feel pressure to implement quality initiative.…”

A Conceptual Framework for Implementing TQM in the Primary Healthcare Centers and Examining Its Impact on Patient Satisfaction.

“…In relation to the respondents" educational profile, Table 2 indicates that the respondents are well educated and that the targeted health centers have an interest in educational qualifications for their managers and employees. (26) were middle management employees and 7.6 % (7) of them were leadership. Finally, Table 2 shows that the respondents had a good level of experience, where the majority of them (57.7%) having more than 5 years experience in their centers.…”

TQM implementation in a least developed country: an exploratory study of Yemen

“…The study confirmed the variability in the principles used in different countries and regions due to many influencing factors, such as religion, culture, education level, information technology, government regulations, and the extent of industrialization. A more regionally related study, conducted by Jaeger et al (2013), presented the ranking of quality criteria used in the Gulf Cooperation Council countries, based on the MBNQA model. The most common principles, as reported by Besterfield et al (2003), and supported by Sousa and Voss (2002), Motwani (2001), Agus and Abdullah (2000), are leadership commitment, employee involvement, customer focus, supplier relationship, performance measurement, and continuous improvement.…”