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A B O U T M A L C O L M B A L D R I G E N A T I O N A L Q U A L I T Y A W A R D
R E S O U R C E S
R E L A T E D T O P I C S
/ Q u a l i t y / RMalcolm
e s Baldrige
o u National
r c e Quality
s Award
W H AT I S T H E M A L C O L M B A L D R I G E N AT I O N A L Q U A L I T Y AW
Quality Glossary Definition: Malcolm Baldrige National Quality Award (MBNQA)
The Malcolm Baldrige National Quality Award (MBNQA) is an award established by the U.S. Congress in 1987 to raise awareness of quality management and recognize U.S. companies that have
implemented successful quality management systems. The award is the nation's highest presidential honor for performance excellence.
• Manufacturing
• Service Company
• Small Business
• Education
• Healthcare
• Non-profit
The education and healthcare categories were added in 1999, while the government and non-profit categories were added in 2007.
The MBNQA award is named after the late Secretary of Commerce Malcolm Baldrige, a proponent of quality management. The U.S. Commerce Department’s National Institute of Standards and
Technology manages the award, and ASQ administers it.
Management System Design for Sustainable Excellence: Framework, Practices, and Considerations (Article)
1. Leadership: How upper management leads the organization, and how the organization leads within the community.
2. Strategy: How the organization establishes and plans to implement strategic directions.
3. Customers: How the organization builds and maintains strong, lasting relationships with customers.
4. Measurement, analysis, and knowledge management: How the organization uses data to support key processes and manage performance.
5. Workforce: How the organization empowers and involves its workforce.
6. Operations: How the organization designs, manages, and improves key processes.
7. Results: How the organization performs in terms of customer satisfaction, finances, human resources, supplier and partner performance, operations, governance and social responsibility, and how
the organization compares to its competitors.
The 2019-2020 Baldrige Excellence Framework is available for the business/nonprofit, healthcare, and education industries. The criteria focuses on managing all components of an organization as a whole,
cybersecurity risks, and understanding the role of risk management within a systems perspective of organizational performance management.
Aligning, Improving Key Measures Net Texas Healthcare Organization Baldrige Honor
When St. David’s HealthCare first adopted the Baldrige criteria, leaders viewed it as an improvement framework to shape a culture of quality and performance excellence. Once
immersed in the framework, leaders used it as a tool to help align and improve the work of the organization and key performance measures. The organization’s emergency
departments served as a prime example of improving key metrics, as wait times were significantly shortened to meet competitive challenges. In 2014, St. David’s HealthCare
earned the nation’s top honor for performance excellence, the Malcolm Baldrige National Quality Award.
10-Year Quality Journey Leads to Baldrige Honor for Wisconsin School District
A decade ago, as the Pewaukee School District deployed the Baldrige framework, it also embraced a systematic problem solving culture, resulting in innovative solutions for serving
students. By tailoring instruction to meet students’ needs, key measures such as graduation rates and ACT scores improved significantly. Using quality examiner feedback as an
improvement road map, the district captured three Wisconsin Forward Awards before earning the nation’s highest quality recognition, the Malcolm Baldrige National Quality Award,
in 2013.
Management System Design for Sustainable Excellence (Quality Management Journal) The author presents a framework and approach for management system design, building on Baldrige-based
performance excellence concepts and integrating aspects of systems theory, design thinking, appreciative inquiry, and sustainability.
The Impact of Baldrige on Organizational Performance (Journal for Quality and Participation, ASQ member exclusive content) Many organizational leaders are unaware of or unwilling to commit to the
Baldrige criteria. One reason may be the incorrect belief that the return only applies to award-winning organizations, but a number of studies demonstrate that this is not the case.
CEO Attitudes and Motivations: Are They Different for High-Performing Organizations? (Quality Management Journal) This article details the findings from an exploratory, mixed-method, multiple
case study on the motivational and attitudinal patterns of CEOs who have led successful organization transformations.
Avoid Random Acts of Improvement With Baldrige (Quality Progress) The Baldrige National Quality Program’s improvement model can help guide organizations to select projects that align with strategic
needs and focus on maintaining their value chains.
Danger Zones: The 10 toughest aspects of the Baldrige criteria (Quality Progress) The rigorous Baldrige criteria force organizations to deal with difficult questions about their operations, but answering
the questions adequately and appropriately can be the key to reaching higher levels of business excellence.
Beginning the Journey Towards Baldrige (Journal for Quality and Participation) In 1999, the Baldrige National Quality Program expanded to allow educational organizations to participate. This article
shows the thoughts and experiences of educators beginning the journey toward Baldrige excellence.
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