In June, ASQ CEO Bill Troy asked the Influential Voices bloggers about the value of organizational excellence programs such as the Malcolm Baldrige National Quality Award in the U.S . What can a company learn after undergoing this exercise—even if an organization is not in the running for an award or external recognition?
ASQ’s bloggers assessed the value of excellence awards—from going through the exercise as part of continuous improvement to following through after winning (or losing). See their blog posts below.
Tim McMahon lists five practical ways to make the most of organizational awards—such as “use the feedback.”
Jennifer Stepniowski suggests a thought exercise: Apply award criteria to your organization even if you’re not applying for the award. In fact, Nicole Radziwill adds that you don’t need to use or implement all sections of the Baldrige criteria for it to yield immediate tangible value for your organization.
Dan Zrymiak assesses organizational awards in terms of a public relations exercise versus a genuine improvement tool. Anshuman Tiwari compares an organizational excellence journey to training for and running a marathon.
Scott Rutherford suggests SIPOC as a tool for organizational excellence. And Manu Vora writes about his extensive career experience with organizational excellence.
Some excellence programs are based on the Malcolm Baldrige model, but there are a number of other business excellence awards. Lotto Lai outlines the Hong Kong Quality Award. Rajan Thiyagarajan writes about the India-based Tata’s business excellence model.
And Jimena Calfa reflects on the next steps after winning (or not winning) an award. The journey doesn’t stop when you submit the application. It has only begun.