ASSIGNMENT

SUBMITTED TO: DR. YASIN

SUBMITTED BY: BUSHRA TARIQUE
CLASS: MBA-4(B)
COURSE: TOTAL QUALITY MANAGEMENT

TOPIC: COMPARISION OF DIFFERENT QUALITY AWARDS

TOPIC MALCOLM (USA) DEMING PRIZE (JAPAN)

Definition Of Quality “Customer- Driven Quality” It “Conformance To Specification” It

Views Quality As Defined By Views Quality As Defined By The
The Customers. Producers.
Primary Focus Customer Satisfaction & Statistical Quality Control
Quality.
Overall Approach Quality Of Management. Management Of Quality
Purpose Promote Competitiveness Promote Quality Assurance
Through Total Quality Through Statistical Techniques.
Management.
Types Of Manufacturing Service & Small Essentially Private Or Public
Organization Business Manufacturing.
Orientation 60% Result, 40% Process 60% Process, 40% Result
Scoring Weight Different Weight For Each Equal Weight In 10 Criteria
Criteria
Consideration Less Concern Concern In Productivity, Delivery,
Safety And Environment
Information Heavily Concern Less Concern
Management
Continuous Of The N/A Japan Quality Control Medal
Award
Winners Maximum Of Two Per Category All Firms Meeting Standard
Scope US Firms Only Firms For Any Country
Grading Time Six Months One Year
First Award 1987 1951
Sponsor National Institute Standards & Union Of Japanese Scientists &
Technology Engineers
 TOPIC BALDRIGE AWARD
GRADING 1. Leadership
CRITERIA
 Of top-ranking managers.
 Policy.
 Management control system & quality
improvement process.
 Allocation & utilization of resources.
 Responsibility to society.
 Unique & creative leadership
technique.
2. Information & Analysis.
 Utilization of analysis technique or
system.
 Utilization of information about
product quality & servicing quality.
 Customer data & analysis
 Analysis of quality & data of
subcontractor & distributor or sales
agent.
3. Quality of Strategy Planning.
 Operation target & strategy target
 Function of planning
 Quality improvement plan
 Unique & innovative planning for
strategy
4. Utilization of Human Resource.
DEMING AWARD
1. Policy & Objectives.
 Pursued for management quality &
QC.
 Method of establishing quality.
 Justifiability & consistency of
policies.
 Review of policies & the result
achieved.
 Relationship between policies &
long term & short term planning.
2. Organization & Its
Management.
 Explicitness of the scopes of
authority & responsibility.
 Interdivisional cooperation
 Committees & their activities
utilization of staff.
 Utilization of QC circle activities.
 QC diagnosis
3. Education & Dissemination.
 Education program & results
 Degrees of understanding of QC
 Teaching of statistical concepts &
methods
 Grasp of the effectiveness of QC
 QC circle activities
 System of suggesting ways of
improvements & its actual
conditions
4. Collection, Dissemination &
Use of Information on

 Control & operation
 Quality consciousness & participation
of employees
 Training & education concerning
quality
 Personnel assessment, motivation,
award system
 Innovative strategy concerning
utilization of human resource
5. Quality Assurance of Product &
Servicing
 Reflection of customer’s opinion on
product & servicing
 Design & development of new product
and new servicing
 Measurement, standardization, data
system
 Engineering, audit, recording
 Safety, health & sanitation,
environment
 Approach to quality assurance of
product & servicing
6. Result Of Quality Assurance Of
Product & Servicing
 Reliability & achievement of product &
servicing
 Reduction of scrap, rework, rejection,
concerning product & servicing
 Reduction of complaint & claim suit
concerning quality
 Innovative index & economic gain for
quality improvement
7. Customer Satisfaction
 Quality of product & servicing from
Quality.
 Collection of external information
 Transmission of information
between divisions
 Speed of information transmission
 Data processing, statistical analysis
of information & utilization of the
results
5. Analysis
 Selection of key problems & the
mess
 Propriety of the analytical
approach
 Utilization of statistical methods
 Linkage with proper technology
 Quality analysis, process analysis
 Utilization of analytical results
 Assertiveness of improvement
suggestions
6. Standardization
 Systematization of standards
 Methods of establishing, revising &
abolishing standards & their
outcome
 Utilization of statistical methods
 Contents of the standards
 Accumulation of technology
 Utilization of standards
7. Control
 System for the control of quality &
 customer’s viewpoint
 Comparison of competitiveness of
product & servicing
 Customer servicing & countermeasure
for complaint
 Assurance from customer’s viewpoint
 Technique to grasp customer
satisfaction
related matters
 Control items & control points
 Utilization of such statistical
control methods as control charts
& other statistical concepts
 Contribution to performance of QC
circle
 Actual conditions of control
activities
8. Quality Assurance
 Procedure for the
development of new
products & services
 Safety & immunity from
product liability
 Customer satisfaction
 Process design, analysis,
control & improvement
 Process capability
 Instrumentation, gauging,
testing & inspecting
 Equipment maintenance &
control of subcontracting,
purchasing & services
9. Results
 Measurement of results
 Substantive results in quality,
services, delivery time, cost, profits,
safety environment
 Intangible results
 Measures for overcoming defects
10. Planning For The Future
 Grasp of the present state of
affairs & the concreteness of the
pain
 Measures for overcoming
defects
 Plans for further advances
 Linkage with the long term
plans
 MALCOLM BALDRIGE EUROPEAN QUALITY DEMING PRIZE
AWARD (U.S) AWARD (JAPAN)
OBJECTIVE  To help improve To stimulate & assist  To evaluate &
S performance practices European recognize methods
& capabilities organizations in of companywide
 To facilitate improving customer & quality control for
communication & employee satisfaction, Japanese
sharing of best impact on society & businesses.
practices among US business results.
organizations To support European
 To serve as a working managers’ efforts to
tool for understanding initiate total quality
& managing management & achieve
performance, planning, global competitive
training & assessment advantage
QUALITY Companies must have Customer focus.  Create a vision, &
PRINCIPLES direction and customer Supplier partnerships. demonstrate
focus People development commitment.
Quality & performance & involvement.  Learn the new
are judged by Processes & facts. philosophy.
customers. Continuous improvement  Understand
Organizational & & innovation. inspection.
personal learning are Leadership &  Stop making
required. consistency of purpose. decisions purely on
Employees & partners Public responsibility. the basis of
are vital to company Results orientation. cost.
success.  Improve constantly
Success requires &
capacity for change forever.
& flexibility.  Institute training.
Market leadership requires  Institute leadership.
a future  Drive out fear.
orientation.  Optimize the efforts
Making meaningful of teams.
change requires  Eliminate
innovation. exhortations.
Management requires  Eliminate numerical
factual analysis.  quotas &
Public responsibility is management by
important. objective.
Performance  Remove barriers to
measurement should pride in
focus on results. workmanship.
A systems perspective is  Encourage
required. education and self-
improvement.
 Take action.
CRITERIA Leadership.  Leadership.  Policies.
Strategic planning.  Policy and  Organization.
Customer & market focus. strategy.  Information.
Information & analysis.  People  Standardization.
Human resource focus. management.  Human resources.
Process management.  Resources.  Quality assurance.
Business results  Processes.  Maintenance.
 Customer  Improvement.
satisfaction.  Effects.
 People  Future plans.
satisfaction.
 Impact on society.
 Business results.
 MALCOLM BALDRIGE EUROPEAN QUALITY DEMING PRIZE
AWARD (U.S) AWARD (JAPAN)
LEADERSHI Executive, company Inspiration, support Policy, organization
P and community and promotion of total and helpful
leadership. quality management. supervision.
PLANNING Strategic direction, Product of policy and Future plans, quality
plan development, plan Strategy control initiatives and
deployment and policy focus.
performance tracking.
CUSTOMERS Market requirements, Measurement of Service activities and
customer relationships customer satisfaction customer relationships
and satisfaction.
EMPLOYEES Human resource Release of full potential Training and
development through people motivation
and participatory management. of skilled labor
environment. personnel.
PROCESSES Process design, Identification, Standardization,
implementation, management, quality
management review & improvement. assurance,
and improvement. maintenance
and improvement.
SUPPLIERS Improvement of Leadership involvement Vendor training and
partnering with and management associations of related
process and of supplier resource. companies.
evaluation of supplier
performance.
RESULTS Customer, financial, Objective achievement, Quality, delivery, cost,
human resource, stakeholder satisfaction, profit, safety and
supplier, operational financial success and environmental effects
and competitive. impact on society. of quality control
 PAKISTAN NATIONAL QUALITY AWARD
Purpose of PNQA
The major objectives of PNQA are to promote:

 awareness of quality and productivity and its impact on competitiveness

 understanding of the requirements for excellence in quality
 sharing of information on successful strategies and on benefits derived
 Benchmarking

Benefits of PNQA
 Provides a simple language to make TQM easy to understand the criteria
 Provides guidance to organizations and Helps them to invest wisely in improvement
 Provides a way of measuring progress and performance
 Provides feedback to help improvement
 Provides learning & benchmarking opportunities
 Improves efficiencies and effectiveness in organizations

Eligibility
Following five eligibility categories of the award:

 Manufacturing companies
 Service organizations
 Small & Medium businesses / enterprise
 Healthcare organizations
 Agriculture
Number of Assessors Member
1. Three Members may be the best.
2. Two sometime result the Leader and an Assistant. Leader may exert dominant influence.
3. Many Members sometime take long time to reach the Consensus, when a certain Assessor
sticks to his own thought.

JQA Experience
JQA applied over six members at the beginning. (1997). In order to give many examiners the
chance of experience has reduced three examiners and some observers from 2003. IQA (Itabashi)
applied three members from the beginning. (1998)

PNQA Core Values

Following 12 core values and concepts:

 Customer-Driven Quality- the organization’s focus on its customers and the ability to ensure its
operations meet their needs
 Visionary Leadership - senior leaders’ capacity for setting key directions for the organization by
action and example
 Continuous improvement and Learning - the ability of the organization to acquire, share and use
knowledge to improve
 Employee participation and development- employees commitment, involvement, training
recognition safety and satisfaction in order to optimize the opportunities for success in their work
environment
 Fast Response- ensuring flexibility and the capacity to act speedily
 Design quality & Prevention- Preventing problems at a design stage rather than production or
service delivery.
 Partnership Development- Building labor -management relationship and suppliers and the
company and the company – customers partnerships
 Focus on the Future – Developing partnership and operating strategically and possessing a long-
range commitment
 Management by Fact - reliance on data and analysis in decision making
 Corporate Responsibility and Citizenship - proactive and responsive commitment to the needs
and concerns of the community and larger public
 Result orientation- Performance system needs to focus on results and should be balanced in the
interest of all stakeholders. Correlation with field results and financial indicators.

Criteria Framework

1.0 Top Management Leadership and Management of 180

Quality
2.0 Customer Focus and Satisfaction 100
3.0 Human Resource Management 150
4.0 Process Management 100
5.0 Use of Quality Data & Information 100
6.0 Quality Assurance of External Suppliers 100
7.0 Business Results 270
Total 1000

The Basic Elements of PNQA Criteria

Driver- Senior executive leadership acts as the driver by setting directions, creating values, goals,
and systems, and guiding the pursuit of customer value and company performance improvement

System- The system comprises the set of well-defined and well-designed processes for meeting the
company’s customer and performance requirements

Measures of Progress and Goal- The goal – i.e., the basic aims of the system are the delivery of ever-
improving value to customers and success in the marketplace.