• 품질경영학회지
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• 제42권3호
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• pp.459-476
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• 2014

Purpose: This study was designed to identify whether organizational characteristics of Korean companies can make differences in innovative capability and Malcolm Baldridge management quality standard. In addition, based on the results and by verifying the influence of the innovative capability to management quality activity, it was to investigate the relations between the two factors. Methods: The subjects of this study were workers at major companies and small-and-medium sized companies. T-test was used to identify differences in innovative capabilities of industrial and age, position classifications, and regression analysis was employed to verify the influences of the innovative capability to the management quality activity. Results: The size of company caused some differences in market innovative sector regarding innovative capability. Management quality activity showed differences because of the sizes of companies and their supply types, while innovative capability influenced on all sectors of management quality activity. Conclusion: In this study Malcolm Baldridge management quality standard was applied to Korean companies. The results verified the meaningful influence of innovative capability to management quality activity. This means that the management quality activity can make a better performance when the innovative capability is good enough. Thus, the enhancement of management quality activity requires the boost of innovative capabilities of organization members.

• 한국보건행정학회:학술대회논문집
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• 한국보건행정학회 2006년도 제2회 공동학술대회
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• pp.43-77
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• 2006

• 한국보건행정학회:학술대회논문집
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• 한국보건행정학회 2006년도 제2회 공동학술대회
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• pp.81-94
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• 2006

• International Journal of Quality Innovation
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• 제10권2호
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• pp.77-96
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• 2009

Industry competition environment is not being meaning of internal and external distinction. This may be phenomenon of globalization progress. In this time, we wish to examine present level in our enterprise and also analyze cause relation between 7 category of China Excellence Performance model which is modified Malcolm Baldridge Model and compare with China enterprise by using the same questionnaire with China. It is right opportunity to obtain information by comparing China enterprise with the Korea. This questionnaire composition and contents used as it is questionnaire contents that enforce in 2007 in China CAQ. The survey on Korea enterprises' is 509 by KSA in 2008, China is surveyed 1679 by CAQ in 2007. In Korea 'leadership', 'strategy planning', 'customer and market', 'measurement, analysis and improvement' 'resources management' and 'process management' stronger than China, but in China 'performance results' is stronger than Korea.

• 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.

• 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.

• 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.

• Industrial Engineering and Management Systems
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• 제7권3호
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• pp.214-227
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• 2008

Today's dynamic competitiveness requires an organization to improve its performance measurement and management. Quality Management Systems (QMS) abound, the main ones being: ISO series, Malcolm Baldridge National Quality Award (MBNQA), European Forum for Quality Management (EFQM), Six Sigma Business Scorecard and the Balanced Scorecard. Based on the literature, the IPMMM (Integrated Performance Measurement and Management Model) identified 7 key synthesized factors: leadership, strategy management and policy, customer and market, learning and growth, partnership and resources, internal processes and business results that are employed to investigate the key performance indicators of a car assembler using the Delphi methodology. In the 2 rounds of Delphi panels consisting of 20 senior management personnel, the $1^{st}$ round of 198 indicators in the IPMMM yielded 90 indicators. The $2^{nd}$ round yielded 43 performance indicators with 18 rated as critical based on the % assigned in the $1^{st}$ and $2^{nd}$ priority rating of "very important factor" and "key performance indicator" that must be ranked high on both of the priorities. The very critical indicators appeared to be: defect percentage and first time capability (tie in $1^{st}$ place) and revenue, goal setting, customer satisfaction index, on-time delivery, brand image, return on investment, Claim Occurrence Ratio, and debt being ranked from $3^{rd}$ to $10^{th}$. It can be surmised that an organization can identify and develop an appropriate set of performance indicators through the Delphi methodology and implement and manage them based on the Balanced Scorecard.