• Proceedings of the Safety Management and Science Conference
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• 2009.11a
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• pp.251-268
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• 2009

This study aimed at working out a practical plan in order that National Quality Award may be helpful to develop enterprises. In line with this aim, this study investigated the cases of foreign countries that evaluate the quality managements of enterprises on the basis of the standard model, and the aftereffect of winning the award, and its influence on management performance. Investigation was focused on the companies that won Quality National Award as a result of quality innovation activities and met with good results since then and finally won Korea Quality Grand Prix 3 years after winning the award, and questionnaire was performed to the directors of the competent authorities. The questionnaire was sent by e-mail, and its questions were made with a help from the advisers of National Quality Award. Questions were mostly focused on four parts, the general states of enterprises, the operation system of National Quality Award, the after effect of winning the award, and management performance shown after winning the award.

• Journal of Korean Society for Quality Management
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• v.35 no.3
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• pp.55-65
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• 2007

The purpose of this study is to analyze the causal relationship among categories in the Korean National Quality Award(KNQA) model. The survey instrument consists of 79 questions from seven categories in the KNQA. Structural Equation Modeling(SEM) is used to analyze the empirical data and estimates the path coefficients among the KNQA categories. The result of this research indicates that Leadership drives systems that create Results through Foundation and Direction. Among eighteen hypotheses, sixteen hypotheses are statistically significant. Especially, this research indicates that Foundation and Direction are important mediating factors.

• Journal of Korean Society for Quality Management
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• v.42 no.4
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• pp.729-746
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• 2014

Purpose: This paper study the effect of the quality management on the performance among the manufacturing companies awarding the Korean National Quality Award(NQA). Methods: The data for 34 manufacturing companies are surveyed by the 7-point Likert scale and empirically tested. Results: Even among the companies awarding NQA for their excellent quality management level there are significant differences in their performance by their quality management levels. In particular, leadership and human resources categories have greater impacts on the performance. Conclusion: Even though the company awarded NQA(KQMA: Korean Quality Management Award) for its excellent quality management level, it is necessary to improve the quality management level continuously. This result supports the necessity of KQGA(Korean Quality Grand Award) which is awarded for the companies which improve quality management levels significantly after awarding KQMA.

• Journal of Korean Society for Quality Management
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• v.34 no.2
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• pp.22-32
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• 2006

The purpose of this research is to develop the methodology for measuring the effectiveness of the Korean National Quality Award. To test the validity of the model, confirmatory factor analysis is used. Conclusively, 79 questions in 15 sub-categories from 7 categories are developed valid in the empirical research. Seven categories are Leadership, Strategic Planning, Human-Resource Focus, Process Management, Customer & Market Focus, Information & Analysis and Results.

• Journal of Information Technology Services
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• v.18 no.1
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• pp.91-112
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• 2019

The IoT environment has led to explosive growth of existing enterprise data, and how to utilize such big data is becoming an important issue in the management field. In this paper, major factors affecting the decisions of companies to utilize big data have been studied. And also, the effect of big data utilization on the management quality is studied empirically. During this process, we have studied the difference according to the award of Korean national quality award. As a result of the study, we confirmed that the five factors such as cost from technology, organization and environment perspective, compatibility, company size, chief officer support, and competitor pressure are key factors influencing big data utilization. Also, it was confirmed that the use of big data for management activities has an important influence on the six management quality factors based on MBNQA, and that the management quality level of Korean national quality award companies is relatively high. This paper provides practical implications for companies' use of big data because it demonstrates for the first time that big data utilization has an impact on management quality improvement.

• Journal of Korea Society of Digital Industry and Information Management
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• v.14 no.1
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• pp.87-101
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• 2018

The purpose of this study is to develop the measuring instruments for evaluation criteria for Malcolm Baldrige National Quality Award(MBNQA), suitable for ICT Industries, and to analyze the cause-effect relationship between those criteria through aforementioned instruments. MBNQA is formed with seven categories: Leadership, Strategic planning, Focus on patients, other customers and markets, Measurement, analysis and knowledge management, Human resource focus, Process management and Results. As excluding the Human Resource Focus category, this study empirically examined the cause-effect relationship among six categories. In order to empirically examine the research model, this study calculated Cronbach's alpha and reliability index, thus examined the reliability and executed Exploratory Factor Analysis. Furthermore, Average Variance Extracted(AVE) is used to verify the discriminant validity. Lastly, the hypothesis testing was made complete through significance test on the paths between variables. The result of this study shows that both leadership and social responsibility have direct cause-effect relationship with Measurement, analysis and knowledge management, Human resource focus, Process management and also that this relationship has direct impact on Human resource focus, Measurement, analysis and knowledge management as well, consequently exerting influence on the result through Process management, Finance and Market data.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.43 no.3
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• pp.101-111
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• 2020

Companies struggle to make their best products with high quality and service at a competitive price in global markets. However, customer needs and requirements keep changing with a variety of situations. Companies that face the changes can not stay the same and make an effort to adapt themselves to new circumstances. They would probably review the overall management system that is currently implementing to improve management efficiency. Among other things, quality might be considered to be a crucial element if they are manufacturing industries to be sustained in global markets. KSA (Korean Standards Association) is a government-affiliated organization under the Ministry of Trade, Infrastructure, and Energy. It is a Korean standards provider for quality and service industry. KSA confers national commendations for organizations, quality circles, artisans, QCEC (Quality Competitive Excellent Company), and the most honorable KNQA (Korean National Quality Award) every year. KSA established KNQA on the basis of Malcom Baldrige National Quality Award, Deming Prize, and European Quality Award. Research on quality awards shows that there are many similarities in the framework. Although KSA summarizes two factors for 13 evaluation indicators in the quality competitive excellent model of QCEC, the categorization is ambiguous to explain them according to earlier studies. We performed a deep analysis of foreign quality awards and background for KNQA and QCEC. We conducted a content analysis of KNQA and QCEC and matched evaluation items that were closely related. We proposed a quality competitiveness model with three factors, Technology, System, and Tools, summarizing 13 evaluation indicators in QCEC. Based on audit data for six years from 2012 to 2017 we carried out a confirmatory factor analysis for the proposed model by examining the model validity and fitness.

• Journal of Korean Society for Quality Management
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• v.39 no.2
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• pp.337-348
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• 2011

To implement total quality management(TQM), firms and institutions have strategically used quality awards models. In this paper we analyzed the national quality awards of G-20 members such as United States, Europe, Japan, Canada, Australia and Korea. There are three main points to analysis; First, "which type of model is good for Korea?", even though Korea already has adopted MBNQA model. Second, "Are the core values really different from each models?". And third, "Is there any difference in the criteria structure and value points system?" This study aims to design a National Quality Award which is good for the Korean companies and organizations. After analyzing the current quality awards models, we propose some suggestion about core value setting Korean-specific criteria development and value points system change.

• Journal of Korean Society for Quality Management
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• v.37 no.1
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• pp.10-19
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• 2009

The objective of this study is to analyze the causal relationship among Non-profit Criteria of the Malcolm Baldrige National Quality Award(MBNQA) and to compare the casuality among company, hospital and non-profit organization field. The survey instrument consists of 94 questions from the seven categories of the MBNQA. Structural Equation Modeling (SEM) is used to analyze the empirical data and estimates the path coefficients among the MBNQA categories. The result of our research is as follows, First, the Leadership effects on as a driver of all factors. Secondly, the positive effect of the Foundation on the Direction and the System categories, Finally, the positive influence of the Direction on the System categories of the MBNQA model. In this study, most hypothesis are statistically significant.

• Proceedings of the Safety Management and Science Conference
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• 2007.11a
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• pp.311-317
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• 2007

This study introduces 2007 criteria of Malcom Baldridge National Quality Award (MBNQA) for performance excellence. Baldridge criteria is composed of the seven categories such as leadership, strategic planning, customer and market focus, measurement, analysis, and knowledge management, workforce focus, process management, and results. Moreover this paper proposes various integrated systems with MBNQA.