Stanford MS&E 269 - Quality and Operations Management

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Quality and Operations ManagementCore ValuesAward CategoriesMBNQA WinnersChanging Award CriteriaSlide 6Criteria CharacteristicsA-D and RSlide 9LeadershipSlide 11Information and AnalysisSlide 13Strategic Quality PlanningSlide 15Human Resource Development and ManagementSlide 17Management of Process QualitySlide 19Quality and Operational ResultsSlide 21Customer Focus and SatisfactionSlide 23Slide 24Slide 25Slide 26Human Resource DevelopmentSlide 28Quality and Operational AnalysisSlide 30Quality and OperationsManagementMS&E269Malcolm BaldrigeNational Quality AwardCore Values•Customer-driven Quality•Leadership•Continuous Improvement and Learning•Employee Participation and Development•Fast Response•Design Quality and Prevention•Long-range View of the Future•Management by Fact•Partnership Development•Corporate Responsibility and Citizenship•Results OrientationAward Categories•1994–Manufacturing–Service–Small Business–2 winners per category•2001–Business–Service–Small Business–Education–Health Care–3 winners per categoryMBNQA Winners•1988—Motorola Inc., Commercial Nuclear Fuel Division of Westinghouse Electric Corp., and Globe Metallurgical Inc. •1990—Cadillac Motor Car Division, IBM Rochester, Federal Express Corp., and Wallace Co. Inc.•1992—AT&T Network Systems Group/ Transmission Systems Business Unit, Texas Instruments Inc. Defense Systems & Electronics Group, AT&T Universal Card Services, The Ritz-Carlton Hotel Co., and Granite Rock Co.•1994—AT&T Consumer Communications Services, GTE Directories Corp., and Wainwright Industries Inc.•1996—ADAC Laboratories, Dana Commercial Credit Corp., Custom Research Inc., and Trident Precision Manufacturing Inc.•1998—Boeing Airlift and Tanker Programs, Solar Turbines Inc., and Texas Nameplate Co., Inc. •2000—Dana Corp.-Spicer Driveshaft Division, KARLEE Company, Inc., Operations Management International, Inc., and Los Alamos National Bank•1989—Milliken & Co. and Xerox Corp. Business Products and Systems•1991—Solectron Corp., Zytec Corp., and Marlow Industries•1993—Eastman Chemical Co. and Ames Rubber Corp•1995—Armstrong World Industries Building Products Operation and Corning Telecommunications Products Division•1997—3M Dental Products Division, Solectron Corp., Merrill Lynch Credit Corp., and Xerox Business Services •1999—STMicroelectronics, Inc.-Region Americas, BI, The Ritz-Carlton Hotel Co., L.L.C., and Sunny Fresh FoodsServiceManufacturingSmall BusinessChanging Award Criteria•1991–Leadership, 100–Information and Analysis, 70–Strategic Quality Planning, 60–Human Resource Util., 150–Quality Assurance of Products/Services, 140–Quality Results, 180–Customer Satisfaction, 300•1994–Leadership, 95–Information and Analysis, 75–Strategic Quality Planning, 60–Human Resource Devel., 150–Management of Process Quality, 140–Quality and Operational Results, 180–Customer Focus/Satis., 300Changing Award Criteria•1995–Leadership, 90–Information and Analysis, 75–Strategic Planning, 55–Human Resource Devel. and Management , 140–Process Management, 140–Business Results, 250–Customer Focus/Satisfaction, 250•2001 –Leadership, 120–Information and Analysis, 90–Strategic Planning, 85–Human Resource Focus, 85–Process Management, 85–Business Results, 450–Customer and Market Focus, 85Criteria Characteristics•Results oriented•Non-prescriptive•Assessment•DiagnosticA-D and R•Approach–how the application addresses the item–appropriateness–effectiveness–evidence of innovation•Deployment–extent to which approach is applied–use of approach in business requirements–use of approach by all appropriate units•Results–outcomes–current performance levels–performance levels relative to comparisons/benchmarks–rate and breadth of performance improvements–demonstration of sustained improvementFour Stage Review ProcessLeadership•1.1 Senior Executive Leadership•1.2 Management for Quality •1.3 Public Responsibility and Corporate CitizenshipLeadership•Values and Expectations•Empowerment and Innovation•Performance Reviews•Findings and Improvement•Regulatory, Legal, Ethical Responsibilities•Support of Key CommunitiesInformation and Analysis•2.1 Scope and Management of Quality and Performance Data and Information•2.2 Competitive Comparisons and Benchmarking•2.3 Analysis and Use of Company-level DataInformation and Analysis•Selection and Integration of Measures / Indicators•Comparative Data and Information•Reliability•Currency w.r.t. Changing Needs•Senior Executive Reviews and Planning•Functional-level Decisions•Daily Operational SupportStrategic Quality Planning•3.1 Strategy Quality and Company Performance Planning Process•3.2 Quality and Performance PlansStrategic Quality Planning•Strategy Development•Strategy Objectives and Timelines•Actions Plans and Measures•Human Resource Plans•Performance ProjectionsHuman ResourceDevelopment and Management•4.1 Human Resource Planning and Management•4.2 Employee Involvement•4.3 Employee Education and Training•4.4 Employee Performance and Recognition•4.5 Employee Well-being and SatisfactionHuman ResourceDevelopment and Management•Short and Long Term Key Needs•Employee Education, Training and Development•Delivery and Reinforcement•Safe Work Environment•Support and Motivation•Satisfaction Determination•Improvement PrioritiesManagement of Process Quality•5.1 Design and Introduction of Quality Products and Services•5.2 Process Management: Product and Service Production and Delivery Processes•5.3 Process Management: Business and Support Service Processes•5.4 Supplier Quality•5.5 Quality AssessmentManagement of Process Quality•Design Processes•Production and Delivery Processes•Key Supplier Products and Services•Key Support Processes•Requirements and Measures•Evaluation and ImprovementQuality and Operational Results•6.1 Product and Service Quality Results•6.2 Company Operational Results•6.3 Business and Support Service Results•6.4 Supplier Quality ResultsQuality and Operational Results•Customer Evaluations•Operational, Financial and Market Performance•Strategy-driven ResultsCustomer Focus and Satisfaction•7.1 Customer Expectations: Current and Future•7.2 Customer Relationship Management•7.3 Commitment to Customers•7.4 Customer Satisfaction


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Stanford MS&E 269 - Quality and Operations Management

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