The Quality Award Programs

Analyze the main ideas or the approach used in the article and mention if you agree or do not agree with the ideas and justify your opinion.

Due to Japanese efforts, the world realized how much the quality systems are important for business. During the 1980s, the American industries found what competitive advantages they could bring. In order to recognize and reward effective quality practices the award programs were established. The quality award programs became a means of total quality management. There are five most well-known quality award programs. They are the Malcolm Baldrige National Quality Award (MBNQA) from the United States, the European Quality Award, the Deming Prize from Japan, the Canadian Quality Award and the Australian Quality Award. The Malcolm Baldrige National Quality Improvement Act was signed by Ronald Reagan on August 20, 1987. It was a measure to improve quality management. The National Institute of Standards and Technology (NIST) developed primary principles for quality management. They include leadership, responsibility and learning, as well as employee satisfaction, constant improvement and well-organized planning. There are several sections of applicant’s performance assessment, among which are customer and market resource, leadership and results. They also include process management, strategic planning and of course information analysis.

Most of the categories are placed under the customer and market focused strategy. The approach used in MBNQA determine the improvement of quality management by the means of a constant evolution of the award criteria. It is refined every two years. It is a very effective and well-found approach. The research shows that during the last decade MBNQA had reached the excellence of all organizational processes. The European Foundation for Quality (EFQM) was formed by the 14 major European companies in 1988. By 1991, EFQM had developed the European Quality Award program. The European Quality Award is a regional program. In present days, it involves 16 countries: Denmark, Germany, Austria, Belgium, the Czech Republic, Hungary, Ireland, Italy, the Netherlands, Norway, Portugal, Russia, Slovenia, Spain, Turkey and the United Kingdom. It is very similar to the MBNQA. Thus, the approach to quality improvement include the leadership, strategy and resources. It is also include processes, policy and people management and, naturally, their efficient utilization affects the result criteria, such as business results, customer satisfaction and the level of the effect on society. The improvement of its quality framework is realized through the constant analysis of the feedback and by making proper regulations. Such approach is used as a conceptualization for organizational excellence.

It is very similar to MBNQA and also very efficient. For example, EFQM approach was used by the Jellinek Centre. Eventually, it became the first health care organization and received the Dutch Quality Prize in 1996. The Deming Prize was established by the Union of Japanese Scientists and Engineers (JUSE) in 1951. In contrast to MBNQA or other awards, the Deming Prize does not use any frameworks for the assessment and quality evaluation. However, the assessment includes several significant points that every applicant should consider and comply. They are the standardization, information analysis and policies. Others are the human resources, organization and quality assurance. It also includes planning, influence and improvement. Such categories emphasize similar values that are figurate in other award models. Such approach also made a good account of itself. Despite the fact that Deming Prize does not have particular model, it has a reasonable system of values which help reach the efficiently achieve the organization’s objectives and excellence of all processes. The Canada Awards for Business Excellence was introduced by the Canadian Ministry of Industry in 1984.

However, later it was revised to reflect the MBNQA concept. The Canadian Quality Award (CQA) was released in 1989. It uses the Canada’s Roadmap to Excellence as a continuous improvement guide. This guide includes support of the quality principles, survey of the criteria, quality tests, plan development, spread of the quality message, plan utilization and monitoring, retesting for quality, maintaining gains and constant improvement. CQA is as efficient as MBNQA because it addresses its categories and incorporates them to provide continuous improvement, though it is not so concerned with competitive information. The model of Australian Quality Award is certified by the Australian Quality Council. The developing inclusive quality principles is the center of the focus of the award program. Its approach include such principles as information analysis, policy, planning, people and strategy. These are the most important categories that affect organizational performance, according to this approach. It is an efficient approach because the most significant elements are the leadership and customer focus and similar to the MBNQA, it emphases the importance of multicultural management.

You can write how the relevant concepts in the article can benefit organizations in UAE

The relevant concepts already exist in UAE. Similar to MBNQA and other award programs, they are applied to improve the standards of businesses. For example, the Dubai Quality Award (DQA) motivate companies to aim at best practices and quality level. It exists for rewarding and encouragement of role model organisations. The Dubai Government Excellence Programme (DGEP) rewards exceptional government employees and was established to improve their performance. To ensure the products comply with standards, the Emirates Quality Mark (EQM) was granted by the Emirates Authority for Standardization & Metrology (ESMA). It is clear that UAE is successfully incorporates MBNQA and other award programs’ principles and assessments.

Briefly write what did you learn from this

Generally, all of the award programs use similar assessment criteria of award applicants and continuous improvement initiatives to maintain their leadership and competitive abilities. All of them emphasize importance of constant analysis and improvement of equality standards and assessments. Overall, the quality award programs embody customer driven quality through the similar criteria. The most important ones are the leadership, design, constant improvement, strategy and the resource development. All of the quality awards are a good motivation for companies and industries to reach high standards and reach excellence of organizational processes.