• 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.

• 산업경영시스템학회지
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• 제33권3호
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• pp.102-113
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• 2010

In this research, we proposed a quality evaluation standard model which is suitable for the internet shopping mall based on the Malcolm Baldrige National Quality Award model. A 7-Point Likert Scale was used based on the seven categories within the 2008 Malcolm Baldrige Criteria : Leadership, Strategic Planning, Customer and Market Focus, Measurement Analysis and Knowledge Management, Workforce Focus, Process Management, and Result. Furthermore, we analysed the validity and causal relationship among the factors within the model. The goal of this research is to find a rational standard to evaluate internet shopping malls nationwide and help the structuring and the operation of these malls. The results may be used not only as a tool to evaluate internet shopping mall sites but also as a guideline to improve the quality of a internet shopping mall site that is under development.

• 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).

• 보건행정학회지
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• 제18권1호
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• pp.43-62
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• 2008

The purpose of this study is to evaluate the causal relationship among health care criteria in Korean National Mental Hospitals, using Malcolm Baldrige National Quality Award(MBNQA). The survey instrument consists of 92 Questions from the seven the MBNQA health care criteria. Structural Equation Modeling (SEM) is used to analyze the empirical data and estimates the path coefficients among the seven categories. The result of this study indicates that Leadership drives Foundation and Direction, which influence on Systems that creates Results. Conclusively, among 18 hypotheses, 15 are statistically significant.

• 품질경영학회지
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• 제26권2호
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• pp.82-92
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• 1998

This paper reviews major aspects of the Malcolm Baldrige National Quality Award and introduces some evidences that the Baldrige criteria can assess the quality of management to some extent. It is also discussed that how can we improve our national quality award program.

• 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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• 제36권4호
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• pp.56-64
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• 2008

Achieving sustainable performances is not an easy task in today's challenging environment. Since late 1980's, Baldrige Criteria for performance excellence has helped many organizations align their processes, their people, their resources, and their customers' needs. This study analyzes IT Quality effect on performances using Baldrige Criteria. Previous studies on Baldrige Criteria show the relationship between management quality and firm value.

• International Journal of Quality Innovation
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• 제7권3호
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• pp.92-97
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• 2006

This research deals with the determination of 25 key assessment questions(KAQ) from the Baldrige criteria. It first investigates the performance of all the examination questions through real world applications. The 25 KAQs are then selected based the level of correlation between each of the questions and the overall assessment results. A set of field data are used for validating the key assessment questions in a statistical framework.

• 품질경영학회지
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• 제28권3호
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• pp.82-90
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• 2000

MBNQA(Malcolm Baldrige National Quality Award) was established in 1987 in order to promote the spread of TQM in U.S. Likewise, JQA(Japanese Quality Award) was set up in 1995 in order to upgrade the level of TQM activities in Japan. MBNQA and JQA are quite the same in their basic concepts, values, and the process of the examination, but they differ in the contents of the criteria. The objective of this study is to Identify the differences between MBNQA and JQA in terms of strategy planning category, Therefore, in this paper, strategy planning category is analyzed, especially its theoretical validity is examined by literature review. The major differences are as follows: JQA emphasizes strongly the evaluation process than MBNQA by requiring the measuring of the level of strategic achievement. On the other hand, in MBNQA, strategic objectives must be estimated by decision analysts techniques, scenario tools, and other statistical methodologies.

• 품질경영학회지
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• 제28권4호
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• pp.140-150
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• 2000

MBNQA(Malcolm Baldrige National Quality Award) was established in 1987 in order to promote the spread of TQM in U.S. Likewise, JQA(Japanese Quality Award) was set up in 1995 in order to upgrade the level of TQM activities in Japan. MBNQA and JQA are quite the same in their basic concept, values, and the process of the examination, but they differ in the contents of the criteria. The objective of this study is to identify the differences between MBNQA and JQA in terms of strategy planning category. Therefore, in this paper, strategy planning category is analyzed, especially its theoretical validity is examined by literature review. The major differences are as follows: JQA emphasizes strongly the evaluation process than MBNQA by requiring the measuring of the level of strategic achievement. On the other hand, in MBNQA, strategic objectives must be estimated by decision analysis techniques, scenario tools, and other statistical methodologies.