• 품질경영학회지
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• 제35권1호
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• pp.73-80
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• 2007

The learning, which is a view extended from and replaces the concept of continuous improvement, has become the very core concept in Malcolm Baldrige National Quality Award. The most potent one among 11 core values in MBNQA Model is 'organizational and personal learning'. Learning also plays a critical role to get the good scores for 6 categories except results category among 7 categories of MBNQA Model. But the concept of learning often has been overlooked by the people who are interested in the MB award or TQM. This paper reviews and analyzes the concept of learning in the MB criteria since it first appears in 1993 to enlighten the importance of learning.

• International Journal of Quality Innovation
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• 제7권2호
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• pp.83-96
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• 2006

In this paper, fuzzy hierarchical analysis (FHA) is used to explore the process by which the criteria weights of the Taiwan National Quality Award (TNQA) are assigned by TNQA committee members. Each member is allowed to employ fuzzy scales in place of exact scales. Each pairwise comparison of criteria is made through a questionnaire from each TNQA committee member. The membership function of trapezoidal fuzzy numbers is introduced to specify TNQA committee members' intentions. After FHA, the reasonable range of each criterion weight of TNQA is determined. The current criteria weights of TNQA are properly verified.

• 산업경영시스템학회지
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• 제43권3호
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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.

• 품질경영학회지
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• 제46권4호
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• pp.983-1000
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• 2018

Purpose: The purpose of this study is to provide academic and practical implications based on the analysis results of similarities and differentiation of Malcolm Baldrige National Quality Award (MBNQA) in healthcare institutes from 2007 to 2016. Methods: This study examined the characteristics and similarities, the changes made for the most importantly considered, a degree of improvement of patient satisfaction, and employee retention rate of the MBNQA awarded 8 healthcare institutes announced by NIST during the period of 2007-2016. Results: First, the MBNQA awarded 8 healthcare institutes that maintained and implemented effective plans for a long period of time to improve the quality of care services. Second, these organizations were selected among the top 10% of the institutional evaluations in the medical field in the United States. Third, they have tried to continuously improve patient and potential customer and employee satisfaction. Fourth, it is shown that the quality improvement efforts have made long-term and continuous improvement efforts on average 4-5 years. Lastly, the increased number of patients and the improved organizational performance are twice higher than those of other healthcare institutions. Conclusion: The results of this study suggest that common and differentiation strategies of healthcare institutions should be a good benchmarking model for other competitive healthcare institutions.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2006년도 춘계학술대회
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• pp.161-165
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• 2006

본 연구의 목적은 한국기업을 대상으로 한국 국가품질상(The Korean National Quality Award) 평가도구의 타당성을 검증하고, 이러한 평가 항목들 간에 어떠한 인과관계가 있는지를 Pilot test를 통해 분석하고자 한다. 이를 위해 미국의 말콤볼드리지 국가품질상(The Malcolm Bladrige National Quality Award)의 평가기준인 리더십, 전략계획, 고객과 시장중시, 정보와 분석, 인적자원 중시, 프로세스 관리, 사업성과의 7개 항목과 21개의 세부항목을 이용하였다.

• 품질경영학회지
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• 제37권1호
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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.

• 품질경영학회지
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• 제39권2호
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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.

• 품질경영학회지
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• 제33권4호
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• pp.1-11
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• 2005

This paper investigates the effect of introducing MBNQA Model, a representative execution system of TQM with strong management innovation capability, and its Korean version, Korean Quality Award Model, to the Korean companies and analyzes the effect to find out whether the application has improved companies' management quality. The empirical result of this study not only provides the company planning to adopt those management innovation models to enhance their management quality with practical guidelines but also suggest a direction to the first class company.

• 한국품질경영학회:학술대회논문집
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• 한국품질경영학회 2004년도 품질경영모델을 통한 가치 창출
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• pp.541-547
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• 2004

• 공학교육연구
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• 제3권2호
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• pp.84-92
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• 2000

1987년 미국 기업의 종합적 품질 경영을 촉진하기 위한 목적으로 제정된 Malcolm Baldrige National Quality Award(MBNQA)는 이제 경영 품질의 세계 기준으로 제시되고 있다. 제정 이래 기업 경영 분야에 국한하여 평가되었던 MB상은 1999년도부터 교육 부문과 의료부문까지 확대 시행되고 있다. 본 연구에서는 MB상의 평가 프로세스 및 2000년도 교육 부문 평가 기준의 변화에 대하여 소개하고, 이 평가 기준을 우리나라 대학교육기관에 적용 가능성을 확인하기 위해 연세대학교 공과대학 기전공학부 정보산업 전공과 전기공학 전공에 대하여 적용하여 보았다. 평가 결과 정보산업 전공과 전기공학 전공의 종합점수는 각각 522.5와 548.5이었으며, MB상 평가 기준에서 분류한 기준에 의하면 이 점수대는 많은 세부 영역들에 대해 효과적인 접근 방법이 사용되고 있으나, 일부 세부 영역에 대한 전개는 아직 초기 단계에 머무르고 있다고 기술되어 있다.