The criteria: A looking glass to Americans' understanding of quality

Quality Progress

Volumn 30, Issue 11, 1997, Pages 89-96

  Saco, Roberto M ^a,b,c,d  

^a American Express TRS Co   (United States)

^b UNIVERSITY OF MIAMI   (United States)

^c American Society for Quality   (India)

^d MBNQA Board of Examiners ^*  (United States)

Author keywords

[No Author keywords available]

Indexed keywords

INDUSTRIAL MANAGEMENT; PROCESS ENGINEERING; STANDARDS; STATISTICAL METHODS;

DESIGN OF EXPERIMENTS (DOE); QUALITY FUNCTION DEPLOYMENT (QFD);

TOTAL QUALITY MANAGEMENT;

EID: 0031271352     PISSN: 0033524X     EISSN: None     Source Type: Journal    
DOI: None     Document Type: Article

References (18)

1. The relationship table in Figure 1 represents a partial, and biased, view. For more information on Baldrige Award core values and the criteria, see the forthcoming article, "Value-Driven Quality," by James Evans and Matthew W. Ford, to appear in the Quality Management Journal, Vol. 4, No. 4.
2. Comments and data referring to 1996 Baldrige Award winners are taken from their respective Baldrige Award Application Summaries.
3. Thomas H. Davenport and Michael C. Beers, "Managing Information About Processes," Journal of Management Information Systems, Summer 1995, p. 68.
4. American Quality Foundation and Ernst & Young, "The International Quality Study: Best Practices Report," 1992.
5. Ikujiro Nonaka and Hirotaka Takeuchi, The Knowledge-Creating Company (New York, NY: Oxford University Press, 1995), pp. 139-141.
6. For the use and misuse of the term "six sigma," see Maureen S. Heaphy, "Inside the Baldrige Award Guidelines, Category 5: Management of Process Quality," Quality Progress, October 1992, p. 78. A more in-depth look can be found in Pandu R. Tadikamalla, "The Confusion Over Six Sigma Quality," Quality Progress, November 1994, pp. 83-85.
7. For the use and misuse of the term "six sigma," see Maureen S. Heaphy, "Inside the Baldrige Award Guidelines, Category 5: Management of Process Quality," Quality Progress, October 1992, p. 78. A more in-depth look can be found in Pandu R. Tadikamalla, "The Confusion Over Six Sigma Quality," Quality Progress, November 1994, pp. 83-85.
8. "Charging Ahead: To Keep GE's Profits Rising, Welch Pushes QC Plan," Wall Street Journal, Jan. 13, 1997, Section A, p. 1, col. 6.
9. Shoji Shiba, Alan Graham, and David Walden, A New American TQM (Portland, OR: Productivity Press, 1993), chapters 4 and 6.
10. Davenport and Beers, "Managing Information About Processes," p. 69.
11. Doug Hutchison, "Chaos Theory, Complexity Theory, and Health Care Quality Management," Quality Progress, November 1994, pp. 69-72.
12. I'm indebted to Howard Gitlow of the University of Miami for this insight and for his memorable anecdote on Union of Japanese Scientists and Engineers (JUSE) master "surgeons."
13. Alex Harel, Boaz Ronen, and Micky Lev, "System Performance in a Fighter Squadron," The American Society for Quality 48th Annual Quality Congress Proceedings, pp. 491-497.
14. Glenn H. Mazur, "Voice of Customer Analysis: A Modern System of Front-End QFD Tools, With Case Studies," The American Society for Quality 51st Annual Quality Congress Proceedings, pp. 486-495.
15. Lenard Huff, Claes Fomell, and Eugene Anderson, "Quality and Productivity: Contradictory and Complementary," Quality Management Journal, 1996, Vol. 4, No. 1, pp. 22-39.
16. For a more thorough rendition of linkages, see Mark L. Blazey, Insights to Performance Excellence: An Inside Look at the 1997 Baldrige Award Criteria (Milwaukee, WI: ASQ Quality Press, 1997), pp. 111-127.
17. For a report from the battlefield, see Thomas H. Davenport, "The Fad That Forgot People," Fast Company, November 1995, p. 70. For an extensive and thought-provoking treatment on the relationship between technology and work processes, see Robert J. Thomas, What Machines Can't Do (Berkeley, CA: University of California Press, 1994), chapters 6 and 7.
18. For a report from the battlefield, see Thomas H. Davenport, "The Fad That Forgot People," Fast Company, November 1995, p. 70. For an extensive and thought-provoking treatment on the relationship between technology and work processes, see Robert J. Thomas, What Machines Can't Do (Berkeley, CA: University of California Press, 1994), chapters 6 and 7.