A Model for Business Excellence
A. Blanton Godfrey, chairman and CEO of Juran Institute Inc, writes on using quality award criteria as a business model. While the article was written in 1997, it's just as relavent today as it was eight years ago. He points out that many companies have no business model at all. Many others think they have one, but it's not written down. As a result, any attempt at improving the company's processes, and bottom line results, is viewed as something separate; an add-on.
To achieve quality results, quality must be integrated in everything we do, from the CEO to the part-time person who cleans the office and everyone in between. To be successful, a company doesn't "do" quality. They must "be" quality. There's a big difference.
The Malcolm Baldrige National Quality Award criteria have been developed and improved over a period of years. Each year the process is reviewed and changes are made. As a small business, you couldn't afford to buy the kind of experience and expertise that are part of the Baldrige process. Yet, it's available at virtually no charge from the US and most state governments. Winners are required to share their stories. A summary of each recent winners' application is available, either on the Baldrige web site or on the winner's site.
The criteria don't tell you how to run your business. Every business is unique and has its own strengths and opportunities for improvement. What they do is to provide you with a guide to studying your operation, asking the right questions to discover where you are, where you want to go, and how you're going to get there. If you never go so far as to enter the "official" award process, just the self-examination process will make you a better company.
If you haven't already, either order or download a copy of the Baldrige criteria. Read it over. Discuss it. Try to answer the questions.
The Baldrige web site provides tools for self assessment. Many of the state award sites also provide on-line help. See if you can prepare an orgainzational profile. It may well be the best time you'll ever spend on your business.
Remember, quality is not something extra, something that you will try for a while. It must be a part of everything you do.
Categories: baldrige, criteria, excellence
To achieve quality results, quality must be integrated in everything we do, from the CEO to the part-time person who cleans the office and everyone in between. To be successful, a company doesn't "do" quality. They must "be" quality. There's a big difference.
The Malcolm Baldrige National Quality Award criteria have been developed and improved over a period of years. Each year the process is reviewed and changes are made. As a small business, you couldn't afford to buy the kind of experience and expertise that are part of the Baldrige process. Yet, it's available at virtually no charge from the US and most state governments. Winners are required to share their stories. A summary of each recent winners' application is available, either on the Baldrige web site or on the winner's site.
The criteria don't tell you how to run your business. Every business is unique and has its own strengths and opportunities for improvement. What they do is to provide you with a guide to studying your operation, asking the right questions to discover where you are, where you want to go, and how you're going to get there. If you never go so far as to enter the "official" award process, just the self-examination process will make you a better company.
If you haven't already, either order or download a copy of the Baldrige criteria. Read it over. Discuss it. Try to answer the questions.
The Baldrige web site provides tools for self assessment. Many of the state award sites also provide on-line help. See if you can prepare an orgainzational profile. It may well be the best time you'll ever spend on your business.
Remember, quality is not something extra, something that you will try for a while. It must be a part of everything you do.
Categories: baldrige, criteria, excellence
posted by Mike at 8:08 PM
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