• Journal of Korean Society for Quality Management
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• v.46 no.4
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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.

• Journal of Korean Society for Quality Management
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• v.26 no.2
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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.

• Journal of the Korea Safety Management & Science
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• v.10 no.4
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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.

• 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.

• Journal of Korean Society for Quality Management
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• v.28 no.3
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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.

• Journal of Korean Society for Quality Management
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• v.28 no.4
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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.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.33 no.3
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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.

• Proceedings of the Korean Society for Quality Management Conference
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• 2004.04a
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• pp.541-547
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• 2004

• Journal of Korean Society for Quality Management
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• v.36 no.4
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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).

• 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.