Seminar on Malcolm Baldrige

8/8/2019 Seminar on Malcolm Baldrige

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SEMINAR SEMINAR

ON ON MALCOLM BALDRIGE MALCOLM BALDRIGE

Presented by:

Abhay Kumar

Tirthadeep Roy

Masoom Akram

B.Tech (IT), 7th Sem.

SOT, AUS



Contents:Contents:

Overview of Quality.Overview of Quality.Quality SystemsQuality Systems ISO 9000/SCI CMM/Malcolm BaldrigeISO 9000/SCI CMM/Malcolm Baldrige

Malcolm BaldrigeMalcolm Baldrige

◦ Malcolm Baldrige- The PersonMalcolm Baldrige- The Person◦ Malcolm Baldrige National Qualtiy AwardMalcolm Baldrige National Qualtiy Award

Quality Criteria.Quality Criteria.

Application Process.Application Process.

Award Process Cycle.Award Process Cycle.

Impact of the Program.Impact of the Program.

Comparison between ISO 9000,MalcolmComparison between ISO 9000,MalcolmBaldrige,SEI CMM.Baldrige,SEI CMM.

Summary.Summary.





Quality SystemQuality System

A quality management systemA quality management system

(quality system) is the principal(quality system) is the principalmethodology used bymethodology used by

organizations to ensure that theorganizations to ensure that the

products they develop have theproducts they develop have thedesired quality.desired quality.



Quality System (ISOQuality System (ISO9000)9000)International StandardsInternational Standards

Organization (ISO) is aOrganization (ISO) is a

consortium of 63 countriesconsortium of 63 countries

established to formulate andestablished to formulate andfoster standardization.foster standardization.

ISO published its 9000 series of ISO published its 9000 series of

standards in 1987.standards in 1987. The ISO 9000 standards specify The ISO 9000 standards specify

the guidelines for maintaining athe guidelines for maintaining a

quality system.quality system.



Quality System (ISO 9000)Quality System (ISO 9000)Contd.Contd. The ISO 9000 series of standards The ISO 9000 series of standards

are based on the premise that if are based on the premise that if

a proper process is followed fora proper process is followed for

production, then good qualityproduction, then good qualityproducts are bound to followproducts are bound to follow

automatically.automatically.

ISO 9000 is a genericISO 9000 is a genericstandard that is applicablestandard that is applicableto a large gamut of to a large gamut of industries, starting from aindustries, starting from a

steel manufacturing industrysteel manufacturing industry



Quality System (SEIQuality System (SEICMM)CMM)SEI Capability Maturity Model (SEISEI Capability Maturity Model (SEI

CMM) was proposed by SoftwareCMM) was proposed by Software

Engineering Institute of theEngineering Institute of the

Carnegie Mellon University, USA.Carnegie Mellon University, USA.CMM is a reference model forCMM is a reference model for

appraising the software processappraising the software process

maturity into different levels.maturity into different levels.SEI CMM can be used two ways-SEI CMM can be used two ways-

capability evaluation andcapability evaluation and

software process assessment.software process assessment.



Who/What is MalcolmWho/What is MalcolmBaldrige?Baldrige?

Question:Question:

◦ Is he a person?Is he a person?

◦ Is it a national quality award?Is it a national quality award?

◦ Is it a set of quality criteria?Is it a set of quality criteria?

Answer:Answer:

◦ All of these.All of these.



Malcolm Baldrige : TheMalcolm Baldrige : ThePersonPerson

Former United States Secretary of Commerce.Former United States Secretary of Commerce. Served from 1981 until death in 1987 (rodeoServed from 1981 until death in 1987 (rodeo

accident).accident).

Widely respected throughout government forWidely respected throughout government for

managerial excellence.managerial excellence.

Informal “spokesperson” for efficiency,Informal “spokesperson” for efficiency,effectiveness andeffectiveness and quality quality in governmentin governmentservices/programs.services/programs.

A national quality award was established in hisA national quality award was established in his

honor after his death.honor after his death. Award is called Malcolm Baldrige National QualityAward is called Malcolm Baldrige National Quality

Award(MBNQA).Award(MBNQA).





Contd.Contd.

Interesting Tidbit . . . . .Interesting Tidbit . . . . .

Each year, hundreds of Each year, hundreds of

organizations request applicationsorganizations request applicationsfor the MBNQA, but only a smallfor the MBNQA, but only a small

proportion of the applications areproportion of the applications are

actually submittedactually submitted

The process itself is considered valuable and e



How the Award is helpfulHow the Award is helpfulto an Organization?to an Organization? The criteria for winning the award The criteria for winning the award areare

very demanding.very demanding.

Trying to align a company to them is Trying to align a company to them is highly beneficial.highly beneficial.

It can be used as a motivational tool forIt can be used as a motivational tool for

workers to rally behind a common goal.workers to rally behind a common goal.

Simply by competing for the award anSimply by competing for the award an

organization sees the importance of organization sees the importance of ualit in their business.ualit in their business.



Malcolm Baldrige NationalMalcolm Baldrige NationalQuality AwardQuality Award

The Malcolm Baldrige National Quality The Malcolm Baldrige National QualityAward (MBNQA) was established by PublicAward (MBNQA) was established by Public

Law 100-107 (8/20/87).Law 100-107 (8/20/87).

Created Award program toCreated Award program to

– Identify/recognize role model businesses.Identify/recognize role model businesses.

– Establish criteria for evaluating improvementEstablish criteria for evaluating improvementefforts.efforts.

– Disseminate/share best practices.Disseminate/share best practices.



Contd.Contd.

Operates as a public-privateOperates as a public-private

partnership.partnership.

Manages the Malcolm BaldrigeManages the Malcolm Baldrige

National Quality Award.National Quality Award.

Provides global leadership inProvides global leadership in

promoting performancepromoting performance

excellence.excellence.

publish information.publish information.



What is PerformanceWhat is PerformanceExcellence?Excellence?An integrated approach toAn integrated approach to

organizational performanceorganizational performance

management that results inmanagement that results in

q delivery of ever-improving value todelivery of ever-improving value tocustomers, contributing tocustomers, contributing tomarketplace success.marketplace success.

q

q improvement of overallimprovement of overallorganizational effectiveness andorganizational effectiveness andcapabilities.capabilities.



Journey to Performance Journey to PerformanceExcellenceExcellence



Purpose Of MBNQAPurpose Of MBNQA◦

◦ To help stimulate American organizations to To help stimulate American organizations toimprove quality and productivity;improve quality and productivity;

◦

O i i i l d i



Organizations involved inOrganizations involved inaward administrationaward administration

National Institute of Standards & TechnologyNational Institute of Standards & Technology(NIST)(NIST)

Department of Commerce has responsibility for Award programDepartment of Commerce has responsibility for Award program

NIST is part of its “Technology Administration”NIST is part of its “Technology Administration”

NIST Mission: To aid U.S. industry through research & servicesNIST Mission: To aid U.S. industry through research & services

American Society for Quality (ASQ)American Society for Quality (ASQ)

◦ Assists NIST in administration (under contract)Assists NIST in administration (under contract)

◦ ASQ identifies, communicates & promotes the use of ASQ identifies, communicates & promotes the use of quality principles, concepts & technologiesquality principles, concepts & technologies

Board of OverseersBoard of Overseers◦ Advisory Board on the Award to the Department of Advisory Board on the Award to the Department of

CommerceCommerce

Board of ExaminersBoard of Examiners

◦ Evaluates applications & provides feedbackEvaluates applications & provides feedback

◦ Makes recommendationsMakes recommendations

Wh th MBNQA iWh th MBNQA i



Why the MBNQA isWhy the MBNQA isimportant toimportant to any any

organization ?organization ?◦ More comprehensive than other qualityMore comprehensive than other qualityawards.awards.

◦ Consistent with theories of recognizedConsistent with theories of recognizedquality experts.quality experts.

◦ Criteria areCriteria are universal.universal.

◦ The criteria focus on business The criteria focus on business results.results.

◦ The criteria support a The criteria support a systemssystems approachapproachto organizations.to organizations.

◦ The criteria support The criteria support goal-basedgoal-based diagnosis.diagnosis.

◦ VALIDITY VALIDITY - positive correlation between- positive correlation between

Baldrige winners and stockBaldrige winners and stockmarket success.market success.



Who can apply for thisWho can apply for thisaward?award?

ManufacturingManufacturing

ServiceService

Small business (manufacturing orSmall business (manufacturing or

service)service)

EducationEducation

Health careHealth care



The Quality CriteriaThe Quality Criteria

The Baldrige performance excellence The Baldrige performance excellencecriteria are a framework that anycriteria are a framework that any

organization can use to improveorganization can use to improve

overall performance.overall performance.

Seven categories make up the awardSeven categories make up the award

criteriacriteria

◦ LeadershipLeadership

◦ Strategic PlanningStrategic Planning

◦ Customer and Market FocusCustomer and Market Focus

◦ Measurement, Analysis, and KnowledgeMeasurement, Analysis, and KnowledgeManagementManagement

◦ Workforce and Human Resource FocusWorkforce and Human Resource Focus



Contd.Contd.

Basic goals of CriteriaBasic goals of Criteria

◦ education and organizational self-education and organizational self-assessment and self-improvement.assessment and self-improvement.

◦

◦ also the basis for giving Baldrigealso the basis for giving BaldrigeAwards.Awards.

◦

◦

giving feedback to Baldrige Awardgiving feedback to Baldrige Award

applicants.applicants.

◦ Improvement of overall organizationalImprovement of overall organizational

effectiveness and capabilities.effectiveness and capabilities.

B ld i C it i f P fB ld i C it i f P f



Baldrige Criteria for PerformancBaldrige Criteria for Performanc

Excellence FrameworkExcellence Framework



Contd..Contd..

From top to bottom, theFrom top to bottom, theframework has the followingframework has the followingbasic elements.basic elements.

◦ Organizational ProfileOrganizational Profile

◦

◦ System OperationsSystem Operations

◦

◦ System FoundationSystem Foundation

◦

◦ Criteria StructurCriteria Structure



Contd..Contd..

Organization Profile

◦ Provides an overview of theProvides an overview of theorganization.organization.

◦ Organization descriptionOrganization description..

Addresses the key characteristics andAddresses the key characteristics andrelationships that shape therelationships that shape the

organizational environment.organizational environment.

Also addresses organizationalAlso addresses organizationalgovernance system.governance system.

◦

◦ Organizational situationOrganizational situation.. Addresses the competitiveAddresses the competitive

environment in which the organizationenvironment in which the organization



Contd..Contd..System OperationsSystem Operations

◦

These are the six baldrige categories in These are the six baldrige categories incenter and the results which is obtained.center and the results which is obtained.

◦

◦ Leadership (category 1), StrategicLeadership (category 1), Strategic

planning(category 2), Customer focusplanning(category 2), Customer focus(category 3) represents the leadership(category 3) represents the leadershiptriad.triad.

◦

◦ Workforce focus (category 5), ProcessWorkforce focus (category 5), ProcessManagement (category 6) and resultsManagement (category 6) and results(category 7) represents the result triads.(category 7) represents the result triads.

◦

◦ The horizontal arrow in the center links the The horizontal arrow in the center links the



Contd..Contd..

System FoundationSystem Foundation◦

◦ Includes Measurement, Analysis andIncludes Measurement, Analysis andknowledge Management (categoryknowledge Management (category

4).4).

◦

◦ It serves as a foundation of It serves as a foundation of

performance management system.performance management system.





Contd.Contd.Leadership (120 pts.)Leadership (120 pts.)

◦

◦ Examines how senior executives guideExamines how senior executives guidethe organization.the organization.

Senior Leadership (70 pts.)Senior Leadership (70 pts.) How do senior leaders lead?How do senior leaders lead?

Governance & SocietalGovernance & Societalresponsibilities (50 pts.)responsibilities (50 pts.)How leaders govern and fulfill their societalHow leaders govern and fulfill their societal

responsibility ?responsibility ?

◦



Contd..Contd..Strategic Planning (85 pts.)Strategic Planning (85 pts.)

◦ Examines how the organization setsExamines how the organization setsstrategic directions.strategic directions.

◦ how it determines key action plans.how it determines key action plans.

Strategy Development (40 pts.)Strategy Development (40 pts.)

How organization strategies areHow organization strategies aredeveloped?developed?

Strategy Deployment (45 pts.)Strategy Deployment (45 pts.)

How do the strategies are deployed?How do the strategies are deployed?

◦



Contd.Contd.

Customer and Market Focus (85Customer and Market Focus (85pts.)pts.)

◦ Examines how the organizationExamines how the organizationdetermines requirements anddetermines requirements and

expectations of customers andexpectations of customers andmarkets.markets.

◦ builds long-term relationships withbuilds long-term relationships withcustomers.customers.Customer Engagement(40 pts.)Customer Engagement(40 pts.)

How the organization engages its customers toHow the organization engages its customers toserve their needs and build relationships?serve their needs and build relationships?

Voice of Customer (45 pts.)Voice of Customer (45 pts.)



Contd..Contd..

Measurement, analysis, andMeasurement, analysis, andknowledge management (90knowledge management (90pts.)pts.)

◦

◦ Examines the management andExamines the management andeffectiveness of the use of data andeffectiveness of the use of data andinformation.information.

Measurement, Analysis andMeasurement, Analysis andImprovement of organizationalImprovement of organizationalperformance (45 pts.)performance (45 pts.)How it measures and analyses the informationHow it measures and analyses the information

and then improves the performance?and then improves the performance?



Contd.Contd.

Human resource focus (85 pts.)Human resource focus (85 pts.)◦ Examines how the organizationExamines how the organization

enables its workforce to developenables its workforce to developits full potential.its full potential.

◦ how the workforce is aligned withhow the workforce is aligned withthe organization’s objectives.the organization’s objectives.Workforce Engagement (45 pts.)Workforce Engagement (45 pts.)

How workforce is engaged to achieveHow workforce is engaged to achieve

organizational and personal success?organizational and personal success?Workforce Environment (40 pts.)Workforce Environment (40 pts.)

H o w a n e ffe ctiv e a n d su p p o rtive H o w a n e ffe ctiv e a n d su p p o rtive

w o rkfo rce is b u ilt? w o rkfo rce is b u ilt?



Contd.Contd.

Process Management (85 pts.)Process Management (85 pts.)◦ Examines aspects of how keyExamines aspects of how key

production/delivery and supportproduction/delivery and supportprocesses are designed, managed,processes are designed, managed,

and improved.and improved.Work System (35 pts.)Work System (35 pts.)

How organization designs it work system?How organization designs it work system?

Work Process (50 pts.)Work Process (50 pts.)

How to design, manage and improve the keyHow to design, manage and improve the keyorganizational work process?organizational work process?

◦

◦



Contd..Contd..

Business Results (450 pts.)Business Results (450 pts.) examines the organization’s performance.examines the organization’s performance.

Product Outcomes (100 pts.)Product Outcomes (100 pts.) What are product performance results?What are product performance results?

Customer-Focused Outcomes (70 pts.)Customer-Focused Outcomes (70 pts.)

What are customer-focused performance results?What are customer-focused performance results?

Financial and Market Outcomes (70 pts.)Financial and Market Outcomes (70 pts.) What are financial and market place performanceWhat are financial and market place performance

results?results?

Workforce-Focused Outcomes (70 pts.)Workforce-Focused Outcomes (70 pts.) What are workforce-focused performance results?What are workforce-focused performance results?

Process Effectiveness Outcomes (70 pts.)Process Effectiveness Outcomes (70 pts.) What are the process effective results?What are the process effective results?

Leadership Outcomes (70 pts.)Leadership Outcomes (70 pts.)

What are the leadership results?What are the leadership results?



Contd.Contd.

Category Point ValuesCategory Point Values1.1.LeadershipLeadership 120120

2.2.Strategic PlanningStrategic Planning 8585

3.3.Customer and Market FocusCustomer and Market Focus

85854.4.Measurement ,Analysis and KnowledgeMeasurement ,Analysis and Knowledge

Management 90Management 90

5.5.Human Resource FocusHuman Resource Focus 8585

6.6.Process ManagementProcess Management 85857.

8.8.Business ResultsBusiness Results 450450

Total Points Total Points 1,0001,000



Application ProcessApplication Process

To apply for the award, To apply for the award,organizations must submit detailsorganizations must submit details

showing their achievements andshowing their achievements andimprovements in seven key areas.improvements in seven key areas.

Applicants receive 300 to 1,000Applicants receive 300 to 1,000hours of review .hours of review .

A detailed report on theA detailed report on theorganization’s strengths andorganization’s strengths and

opportunities for improvement byopportunities for improvement by

How are recipientsHow are recipients



How are recipientsHow are recipientsselected?selected?

55% of evaluation is based on how55% of evaluation is based on howthe organization is run, 45% on thethe organization is run, 45% on the

basis of performance.basis of performance.

Every major part of the organizationEvery major part of the organization

is accessed.is accessed.

Continuous improvement andContinuous improvement and

reevaluation is very important.reevaluation is very important.

Award Process CycleAward Process Cycle



Award Process CycleAward Process Cycle

No

No

Receive applications

Stage 1Independent Review

Stage 2Consensus Review

Stage 3Site Visit Review

Judges

select

Feedback reportto applicant

Judges

select

Feedback reportto applicant

Judges review and recommendAward

recipients

Feedback report

to applicant



Public-Private PartnershipPublic-Private Partnership

The foundation for the MBNQAraises funds to permanentlyendow the program.

The NIST manages the MBNQAProgram.

The Board of Examiners

volunteers time to evaluateapplications and preparefeedback.

Award recipients shareinformation with other



Recipientes of MBNQARecipientes of MBNQA 2008—Cargill Corn Milling North America, Poudre Valley Health System,2008—Cargill Corn Milling North America, Poudre Valley Health System,

and Iredell-Statesville Schoolsand Iredell-Statesville Schools

2007—PRO-TEC Coating Co., Mercy Health Systems, Sharp HealthCare,2007—PRO-TEC Coating Co., Mercy Health Systems, Sharp HealthCare,City of Coral Springs, and U.S. Army Research, Development andCity of Coral Springs, and U.S. Army Research, Development andEngineering (ARDEC)Engineering (ARDEC)

2006—Premier, Inc. MESA Products Inc., and North Mississippi Medical2006—Premier, Inc. MESA Products Inc., and North Mississippi MedicalCenterCenter

2005—Sunny Fresh Foods Inc., DynMcDermott Petroleum Operations,2005—Sunny Fresh Foods Inc., DynMcDermott Petroleum Operations,Park Place Lexus, Jenks Public Schools, Richland College, andPark Place Lexus, Jenks Public Schools, Richland College, andBronson Methodist HospitalBronson Methodist Hospital

2004—The Bama Companies, Texas Nameplate Company Inc., Kenneth2004—The Bama Companies, Texas Nameplate Company Inc., Kenneth

W. Monfort College of Business, and Robert Wood Johnson UniversityW. Monfort College of Business, and Robert Wood Johnson UniversityHospital HamiltonHospital Hamilton



Contd.Contd.

2001—Clarke American Checks Inc., Pal’s Sudden Service, Chugach2001—Clarke American Checks Inc., Pal’s Sudden Service, ChugachSchool District, Pearl River School District, and University of School District, Pearl River School District, and University of Wisconsin-StoutWisconsin-Stout

2000—Dana Corp.-Spicer Driveshaft Division, KARLEE Company Inc.,2000—Dana Corp.-Spicer Driveshaft Division, KARLEE Company Inc.,Operations Management International Inc., and Los AlamosOperations Management International Inc., and Los Alamos

National Bank National Bank

1999—STMicroelectronics Inc.-Region Americas, BI, The Ritz-Carlton1999—STMicroelectronics Inc.-Region Americas, BI, The Ritz-CarltonHotel Co. L.L.C., and Sunny Fresh FoodsHotel Co. L.L.C., and Sunny Fresh Foods

1998—Boeing Airlift and Tanker Programs, Solar Turbines Inc., and1998—Boeing Airlift and Tanker Programs, Solar Turbines Inc., andTexas Nameplate Co. Inc.Texas Nameplate Co. Inc.

1997—3M Dental Products Division, Solectron Corp., Merrill Lynch1997—3M Dental Products Division, Solectron Corp., Merrill Lynch

Credit Corp., and Xerox Business ServicesCredit Corp., and Xerox Business Services

ContdContd



Contd.Contd. 1994—AT&T Consumer Communications Services, GTE1994—AT&T Consumer Communications Services, GTE

Directories Corp., and Wainwright Industries Inc.Directories Corp., and Wainwright Industries Inc.

1993—Eastman Chemical Co. and Ames Rubber Corp.1993—Eastman Chemical Co. and Ames Rubber Corp.

1992—AT&T Network Systems Group/ Transmission1992—AT&T Network Systems Group/ TransmissionSystems Business Unit, Texas Instruments Inc.Systems Business Unit, Texas Instruments Inc.Defense Systems & Electronics Group, AT&TDefense Systems & Electronics Group, AT&TUniversal Card Services, The Ritz-Carlton Hotel Co.,Universal Card Services, The Ritz-Carlton Hotel Co.,and Granite Rock Co.and Granite Rock Co.

1991—Solectron Corp., Zytec Corp., and Marlow1991—Solectron Corp., Zytec Corp., and MarlowIndustriesIndustries

I t f thI t f th



Impact of the programImpact of the program

The Baldrige award recipients areThe Baldrige award recipients are

imitated and admired worldwide.imitated and admired worldwide.

The Baldrige criteria forThe Baldrige criteria for

performance excellence haveperformance excellence haveplayed a valuable role in helpingplayed a valuable role in helpingU.S. organizations improve.U.S. organizations improve.

It helps an organizations to improveIt helps an organizations to improveits performance byits performance by

◦ delivering ever improving value todelivering ever improving value to

customerscustomers



9000, Malcolm Baldrige,9000, Malcolm Baldrige,CMMCMMLevel of AbstractionLevel of Abstraction

◦ CMMCMM Collection of best practices for softwareCollection of best practices for software

development and maintenance, ordereddevelopment and maintenance, ordered

along aalong a maturity model maturity model ..

◦ ISO 9000ISO 9000A generic quality management modelA generic quality management model

with emphasis on auditing.with emphasis on auditing.

◦ Malcolm BaldrigeMalcolm BaldrigeProvides the broadest model of a totalProvides the broadest model of a total

quality management system .quality management system .

Less concerned with identifying a specificLess concerned with identifying a specific

details of a given process.details of a given process.

C tdC td



Contd.Contd.

AudienceAudience

◦ CMMCMMSpecifically developed for softwareSpecifically developed for software

development and maintenancedevelopment and maintenanceorganizations.organizations.

◦ ISO 9000ISO 9000Originally developed forOriginally developed for

manufacturing.manufacturing.

But generic enough to be appliedBut generic enough to be appliedto any product/serviceto any product/serviceorganization.organization.

◦ Malcolm BaldrigeMalcolm BaldrigeDeveloped to raise the awarenessDeveloped to raise the awareness

and importance of quality in theand importance of quality in the

C dC td



Contd.Contd.ApproachApproach

◦ CMMCMMProvides quantifiable goalsProvides quantifiable goals

An approach for ‘An approach for ‘what what ’ to do without’ to do withoutbeing prescriptive.being prescriptive.

Assessments are conducted toAssessments are conducted todetermine if a maturity level has beendetermine if a maturity level has been

attained.attained.

◦ ISO 9000ISO 9000

Provides high level auditableProvides high level auditablerequirements.requirements.

Without ‘Without ‘how tohow to’ guidance to prepare’ guidance to preparefor an audit.for an audit.

Organizations either pass or fail theOrganizations either pass or fail the

C tdContd



Contd.Contd.

ApproachApproach(contd.)(contd.)◦

◦ Malcolm BaldrigeMalcolm Baldrige

High level holistic model forHigh level holistic model forimproving the quality of entireimproving the quality of entire

organiztion.organiztion.

The approach is self improvement The approach is self improvementtowards top performance focusing ontowards top performance focusing onseven key areas .seven key areas .

C tdContd



Contd.Contd.

GranularityGranularity (( perceived view perceived view))◦ CMMCMM

18 key process areas18 key process areas SpecificSpecific

◦ ISO 9000ISO 900020 high level requirements20 high level requirements

GeneralGeneral

◦

Malcolm BaldrigeMalcolm Baldrige7 criteria7 criteriaholisticholistic

How can a OrganizationHow can a Organization



How can a OrganizationHow can a Organizationcontact Baldrige program?contact Baldrige program?

E-mail :E-mail : [email protected]@nist.gov

Phone : (301) 975-2036Phone : (301) 975-2036

Fax : (301) 948-3716Fax : (301) 948-3716

Web Site:Web Site: www.baldrige.nist.govwww.baldrige.nist.gov

mailto:[email protected]


http://www.baldrige.nist.gov/






SummarySummary MBNQA is a program established in1987 to raiseMBNQA is a program established in1987 to raise

the awareness of quality in American business.the awareness of quality in American business.

Named after Malcolm Baldrige for his contributionsNamed after Malcolm Baldrige for his contributionsin showing importance of quality.in showing importance of quality.

Simply aligning to criteria of award is verySimply aligning to criteria of award is verybeneficial to the success of any organization.beneficial to the success of any organization.

Seven key areas specific to winning the award.Seven key areas specific to winning the award.

Prestigious board of examiners serve on aPrestigious board of examiners serve on a

volunteer basis to select the winners each year.volunteer basis to select the winners each year.

f



ReferencesReferences::

§ Mall, Rajib, Fundamentals of SoftwareMall, Rajib, Fundamentals of SoftwareEngineering, PHI, New Delhi, ThirdEngineering, PHI, New Delhi, ThirdEdition, June, 2009.Edition, June, 2009.

§

Sommerville, Ian, SoftwareSommerville, Ian, SoftwareEngineering, Pearson Education,Engineering, Pearson Education,Seventh Edition, 2004.Seventh Edition, 2004.

§

§ www.wikipedia.orgwww.wikipedia.org

§

§ www.baldrige.comwww.baldrige.com

http://www.wikipedia.org/


http://www.baldrige.com/






THANK YOUTHANK YOU

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Seminar on Malcolm Baldrige