• 품질경영학회지
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• 제35권4호
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• pp.1-15
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• 2007

The purpose of this study is to evaluate the causal relationship among the MBNQA health care criteria in Korean University Hospitals. The survey instrument consists of 109 questions based on the seven MBNQA health care criteria: '1.Leadership', '2.Strategic Planning', '3.Focus on Patients Other Customers. Markets', '4.Measurement Analysis Knowledge Management', '5.Human Resource Focus', '6.Process Management', and '7.Results'. Structural Equation Modeling(SEM) is used to analyze the path coefficients among the seven categories. The results indicate that fourteen hypotheses are statistically significant, among eighteen hypotheses. Conclusively, this study found that Leadership drives systems that create Results through Foundation and Direction.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2006년도 추계 학술대회
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• pp.174-180
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• 2006

This study to find out key ingredients(KIs) of Six Sigma. Potential ingredients are selected from previous studies of success factors and ingredients of Six Sigma and TQM, and criteria of quality awards like MBNQA, EFQM, Deming and Korean National Quality Award(KNQA) are classified into 11 categories based on experts' opinion and affinity analysis. Irrelevant or ineffective potential ingredients are discarded by using factor analysis for the questionnaires answered by champions, MBBs and BBs of 90 Korean companies that have more than 3 years of experience in implementing Six Sigma. In addition, from the factor analysis, 3 factors are derived for each respectively except the managerial achievement category. Those 11 categories and 30 factors are defined as Six Sigma KIs.

• 품질경영학회지
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• 제36권4호
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• pp.65-76
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• 2008

The purpose of this study is to contribute to escalation of a management quality of local public enterprise through integrating local public enterprise evaluation(LPEE) and Malcolm Baldrige Model(MBM). In order to achieve the purpose, I suggested that develop an integration model of LPEE and MBM criteria and use AHP(Analytic Hierarchy Process) as a technique posting weight value to criteria. Of two suggests, it is the former to date or discuss seriously. Therefore the integration model is redesigned for leadership/strategy category(leadership, strategy), management system category(customer management system, business management system, measurement/knowledge management system), and management result category(business result, customer satisfaction result, human resource management result, financial management result).

• 품질경영학회지
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• 제38권4호
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• pp.561-579
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• 2010

This study is to devide seven subject organs in the metropolitan area by the Malcolm Baldrige's basis which is global standard of management quality to grip the each activities of management quality, to conduct a survey of the management quality of each organ or persons in charge of similar works. Generally, those surveyed show to recognize on the management quality and to apply to real work. Those surveyed show to be able to improve positively quality and service level in case of appling to work of management quality, and to be positive reaction on the contribution about management performance. This study indicates the predominant view which the researcher have to establish the its vision clearly and to promote in a lump success factors of management quality, and the chief executive have to take a firm faith for it. This study also suggest that recognizing positively about its vision and strategy about present condition of management quality activities is one of the implements which not only judge but also establish a good system of an organization. And there has a significant difference between Public and Private Organizations that those evaluate management quality conducts better management performance. However management quality activities shows to mostly agree to be influencing positively to management performance.

• 품질경영학회지
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• 제32권3호
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• pp.94-108
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• 2004

TQM has been applied to the industry area regardless of the size of company. BNQA model should be identically applied to large companies and small & medium-sized company. However, there are many evidences that TQM model should be modified according to the size of company. In this study, we analyzed the practice of TQM in Korean small & medium-sized Company. Also, we tried to give some suggestions for improving the competitiveness of the small & medium-sized company. The result of this study is that leadership, work system, education and strategy development should be improved in domestic companies, and work system, education and strategy deployment should be improved in foreign companies.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2007년도 춘계학술대회
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• pp.149-153
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• 2007

본 연구의 목적은 급변하는 의료환경에 효과적으로 대처하기 위하여 우리나라 병원들을 대상으로 미국의 말콤 볼드리지 국가 품질상 (The Malcolm Bladrige National Quality Award)모형 중 의료분야 평가모형을 이용하여 우리나라 병원들의 의료품질을 평가하였다. 이를 위해 미국의 말콤 볼드리지 국가품질상의 평가기준인 리더십, 전략 계획, 측정${\cdot}$분석, 지식관리, 인적자원 중심, 프로세스 관리, 환자${\cdot}$고객, 시장중심, 결과의 7개 항목을 이용하여 평가 항목들 간에 어떠한 인과관계가 있는지를 분석하고자 한다.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2006년도 추계 학술대회
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• pp.8-12
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• 2006

본 연구는 말콤볼드리지 의료서비스 분야 평가기준을 기반으로한 한국형 의료서비스 분야 국가품질상 평가도구의 타당성을 검증 하고자 한다. 이를 위해 미국의 말콤볼드리지 국가품질상(The Malcolm Bladrige National Quality Award)의 평가기준인 리더십, 전략계획, 환자 ${\cdot}$ 고객 ${\cdot}$ 시장 중시, 측정 ${\cdot}$ 분석 ${\cdot}$ 지식관리, 인적자원 중시, 프로세스 관리, 사업성과의 7 개 항목과 21 개의 세부항목을 토대로 국내 산업에 맞는 측정항목을 개발하였고, 이러한 평가항목들을 이용해 한국 의료서비스 기업들이 국가품질상에 대한 자체평가를 위해 활용할 수 있는 한국형 경영품질지수를 개발하고, 실제로 한국의 병원들의 사례를 통해 한국 의료서비스 산업 품질경영상태를 파악하고자 한다.

• 대한안전경영과학회지
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• 제10권4호
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• pp.297-307
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• 2008

At the spots of enterprises experiencing rapid environmental changes, necessity for ceaseless managemental innovation is raised. We can't deny that management quality is also a part of such managemental innovation. Introduction of management quality by an organization is different from introduction of other individual innovative techniques. Management quality is not one time project but complete historical change program to be pursued continuously. Furthermore, it must be understood as a strategic 'Quality Journey' looking for far future of an organization. Malcolm Baldrige Model has been increasingly used in Korea as a global standard for management quality. The model, however, has shown a number of limitations in application due to nonsystematic elements in the implementation process. The deployment process of the model should be detailed through a real world case study. In this research, we proposed a quality evaluation standard model which is suitable for the Korean public enterprise based on the Malcolm Baldrige Non-profit Criteria, and examined the model. A 7-Point Likert Scale was used based on the seven categories within the 2007 Malcolm Baldrige Non-profit Criteria: Leadership, Strategic Planning, Customer and Market Focus, Management Analysis and Knowledge Management, Workforce Focus, Process Management, and Results. Furthermore, we analysed the validity and causal relationship among the factors within the model. Through the above case study, following common factors for successful Malcolm Baldrige Model have been derived. The following is a summary of the results of this study. First, for Malcolm Baldrige Model management, needs powerful support Leadership. Second, for Malcolm Baldrige Model management, needs systematic Strategic Planning. Third, for Malcolm Baldrige Model management, needs the continuous Customer and Market Focus. Fourth, for Malcolm Baldrige Model management, needs systematic Measurement Analysis and Knowledge Management. Five, for Malcolm Baldrige Model management, needs systematic Workforce Focus. Six, for Malcolm Baldrige Model management, needs systematic Process Management. The finding are surely necessary factors to arrange the human resource management for upgraded management quality, those factors help to explain why all enterprises consider human resource as the strategic view.

• 품질경영학회지
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• 제45권4호
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• pp.629-648
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• 2017

Purpose: The world faces a great turning point fundamentally rebuilding the future, and human lives, by embracing the 4th industrial revolution era. This paper aims to seek new and various business models in the 4th industrial revolution era, and to examine the evolution of quality management in the changing of the industrial ecosystem. Methods: This paper examines the various strategies of approaching the 4th industrial revolution in Germany, the USA, Japan, China, and Korea. This paper also draws detailed items by classifying the six major items of Malcolm Baldridge into large, medium, and small scale classifications, researches items from the technical perspective by applied fields, and the four major factor perspectives of quality management, as well as analyzes the relevant items in a multidimensional method. After a questionnaire survey targeting 200 quality experts was conducted, the important quality management factors were selected by applying the Analytic Hierarchy Process (AHP) method. Results: The importance of the general criteria was analyzed in the order of customers, MAKM (measurement, analysis, and knowledge management), workforce, strategy, operations, and leadership. As for the importance analysis results of the secondary subcriteria, the following items are highly analyzed: senior leadership, searching business model's innovation opportunity, customer satisfaction improvement, big data utilization, systematic management of workforce, and, planning and design quality. Conclusion: In the era of the Internet of everything, when complexity increases, this study presented a quality management direction suitable for new business methods challenging existing orders by drawing on quality management priorities.

• International Journal of Quality Innovation
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• 제1권1호
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• pp.75-80
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• 2000

Objective evaluation is necessary for the company to know the level of its TQM activity and to improve it. This article proposes self-evaluation model for TQM activity through comparison study of the examination viewpoints for the Deming Prize with criteria of the Malcolm Baldridge National Quality Award. Proposed self-valuation model consists of three evaluation categories i.e. management system, management performance and survey/audit system. Evaluation on these categories is done for process and performance by using scoring method. This self-evaluation model is useful for checking the progress of TQM and make company recognize the strength and weakness of its TQM activity, namely, positioning analysis.