Amsden, Robert T.; Amsden, Davida M. (1990, ASQC) MIS and Decision Sciences; University of Dayton, Dayton, OH
Japan's prestigious Deming Application Prize has driven that country's quality improvement efforts for nearly forty years. Preparation for winning the prize is the mechanism Japanese industry has used to achieve their total quality systems. This is the claim of the Union of Japanese Scientists and Engineers, (JUSE), the administering organization for the prize; it is the claim of recipients of the prize such as Aichi Steel, member of the Toyota family of companies. As outside observers, the authors strongly agree.
The objective of this paper is to explore whether the Malcolm Baldrige National Quality Award can serve as a similar driver for quality improvement by American organizations. Such discussion will help American improvement efforts. Our approach is analysis and discussion of the current requirements, scope and purpose of both quality awards. We draw from our research in Japan and North America. We use overhead transparencies and 35 mm slides.
Second we make recommendations for strengthening the thrust of the Baldrige award. There are four significant areas of difference in requirements between the Deming Prize and the Baldrige Award. To increase the impact on the quality improvement process for achieving total quality, the Baldrige Award should incorporate these Deming Prize requirements: 1) rigorous application of statistical methods in and by all areas of the organization in the improvement process; 2) demonstration of results from statistical applications; 3) participation of all levels of employees in problem-solving teams, especially floor level people; and 4) planning for future improvement projects.
Our conclusion is the Malcolm Baldrige National Quality Award has the potential to be a driving mechanism for American organizations to achieve total quality. We should learn from the Deming Prize experience and incorporate in the Baldrige Award the elements of statistical applications, mandatory employee involvement, demonstrable results and concrete plans for the future.
Quality management (QM)