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Open Access

5S Shakeup

by Casey, John

There are secrets about 5S that lean experts often overlook because nobody ever clued them in. Before revealing the secrets, however, there are a few questions to answer: What is 5S? Why is 5S important to implement?...


Open Access

To All Corners of Kenya

by Darabi, Tiffany

Effective supply chains deliver products on schedule and within budget to customers. Those customers shouldn’t have to think about the behind-the-scenes process or worry about whether the goods will be delivered on time....


Statistics Roundtable: Getting Graphical

by Borror, Connie M., White, T. Kevin

A company has six manufacturing processes critical to its business success. Management recently required each area manager to provide quarterly reports on the performance of their particular process....


Standards Outlook: Keeping Watch

by Russell, J.P.

Supply chain management is important to ensure organizations can compete in the global market. Organizations continue to focus on core competencies, resulting in greater dependence on high-quality materials and services from suppliers....


Open Access

Quality in the First Person: Pursuing Excellence

by Scullin, Brian

This is the story of my journey from lackadaisical and passive performance to data-driven dominance during my collegiate football career as a punter....


Open Access

Back to Basics: Team Effort

by Cascella, Victor

By paying attention to these six critical success factors, process management teams can deliver value and earn a position of influence in any organization’s performance management and improvement efforts....


Improving on Excellence

by Buckman, Jim; Buckman, Mary Beth

With the changing face of healthcare in the 1990s, the Mayo Clinic started to measure more thoroughly the results of its efforts to track quality. So it enlisted the help of the Juran Institute to begin a full-fledged quality improvement program....


Open Access

Quality in the First Person: No Such Thing as Altruism?

by Davis, David

It was an argument that got people out of their chairs and yelling, a verbal war that pitted students’ basic moral principles against one another. The professor set the class up for this. At issue was the assertion that there’s no such thing as altruism....


Open Access

Career Corner: Survive and Thrive

by Christopher, Rosemarie

An understanding of how the entire workplace dynamic is changing and the ability to adapt to those changes with a united workforce comprised of multiple generations is critical not only to a company’s success, but also its survival....


How Do You Compare?

by Gupta, Pradeep; Nandiwada, Siva

Organizations often are unable to leverage benchmarking as a process to deliver excellence in business performance. This could be due to a lack of understanding of benchmarking as a process or lack of clarity on where it could add business value....


Loud and Clear

by Aquino, Glynis; Nichols, Michael D.; Houry, Karim

An company's use of metrics to drive and measure success can help it maintain a leadership position in its industry. A commitment to applying performance management tools has increased efficiencies, reduced cost and improved customer satisfaction scores....


Open Access

Trial and No Error

by Adrian, Nicole

For years, the Veterans Affairs Cooperative Studies Program Clinical Research Pharmacy Coordinating Center has been working its way toward earning a Malcolm Baldrige National Quality Award. In 1996, the center first started looking at the Baldrige...


Open Access

Tip of the Iceberg

by Ellifson, Valerie

HEALTHCARE PROVIDERS KNOW it’s not enough to treat a patients’ conditions and send them on their way. Often, the patient’s condition and symptoms are simply the tip of the iceberg. Many other factors—including human behaviors and societal conditions...


Open Access

Online Figures Ellifson

by Ellifson, Valerie

Customer relationship management model / ONLINE FIgurE 1 Evaluation and improvement Strategic planning process ( SPP) step 1: Review customer inputs and analyze processes to refine feedback mechanisms, customer relationship strategies, and action plans (...


Open Access

Narrow Healthcare's Quality Chasm

by Denney, William; St. John, Cynthia; Youngblood, Liz

Today's healthcare leaders face the need to effectively manage not only the clinical but also the business side of their operations. This includes demonstrating cost reductions, overall organizational improvement and long-term sustainability....


Expert Answers: January 2009

by QP Staff

Indirect measures of customer satisfaction and dissatisfaction can include the number of referrals and recommendations made by customers, market share, sales, repeat sales and customer retention. Some companies can make use of customer satisfaction data p...


Open Access

Futures Study

by QP Staff

Forces of Change From All ASQ Futures Studies Table 1 1996 1999 2002 2005 2008 Changing values Partnering Quality must deliver bottom- line results Globalization Globalization Globalization Learning systems Management systems will increasingly absorb the...


Expert Answers: July 2008

by QP Staff

The sigma 1.5 shift ... ISO's origins....


Who's Keeping Score?

by Neenan, Rebecca

There’s one tool you won’t find for sale at Sears. One of the retail giant’s divisions has started using a quality management tool extensively to maintain and improve its own quality management system....


Open Access

Far-Sighted

by Krzykowski, Brett

In the first year nonprofit organizations could apply for the honor, Coral Springs became the first local government to take home a Baldrige award by proving it didn't emphasize the present at the expense of the future....


Expert Answers: June 2008

by QP Staff

Calculating DPMO ... Origins of sampling plan....


Expert Answers: January 2008

by QP Staff

Soft dollars and the bottom line ... Process maps: Where do you end?...


Open Access

Agency Files Away Inefficiency, Saves Taxpayers a Bundle

by Daniels, Susan

Caseworkers for the SunCoast Region of the Florida Department of Children and Families won a silver medal in the 2007 International Team Excellence Competition by redesigning its paper based document filing and retrieval system and bringing it into...


Six Sigma and Baldrige: A Quality Alliance

by Mellat-Parast, Mahour; Jones, Erick C.; Adams, Stephanie G.

The Malcolm Baldrige National Quality Award has evolved from a way to recognize the best quality management practices to a comprehensive framework for world-class performance....


Open Access

Avoid Random Acts of Improvement With Baldrige

by Werner, John

Organizations can use the best project execution methods, such as Six Sigma and lean, but be disappointed with the results if key strategic goals are not addressed. Improvement efforts should begin by first considering the characteristics of the...


Open Access

Career Corner: Full-Time Quality Manager or Part-Time Quality Consultant?

by Kulisek, Diane

As companies become leaner and the workforce becomes older, it seems the use of highly qualified quality assurance consultants would be an attractive alternative to hiring full-time regular quality managers....


Quality Glossary

by Nelsen, Dave

Five years after it published its first glossary of quality terms, ASQ has revised that glossary with updated definitions and new entries, many from the lean glossary published in 2005. This reference of terms, acronyms, and prominent figures in the...


Quantifying Machinery Availability Loss

by Parks, Matthew

Possibly the most misunderstood and abused metric in performance based manufacturing is machine availability. When examining quality, performance, costs, and cycle time improvements, it is assumed that any performance metrics take into account a...


Six Sigma at Cigna

by Daniels, Susan

In 2002, Cigna Corp., a provider of employee healthcare and insurance benefits, launched a grass-root driven quality program based on Six Sigma. Leadership made it clear that the approach would be holistic and would require behavioral changes and a...


Open Access

Internal Customer Service: Has It Improved?

by Seibert, Jerry; Lingle, John

A recent survey of organizations conducted by the Metrus Group shows a dramatic improvement in internal customer service (ICS) since a similar survey conducted in 1993. Respondents to the survey believe that high levels of ICS are important to their...


Open Access

Caring Culture and Results Focus Lead to Baldrige Award

by Goonan, Kathleen Jennison

For many years Mississippi ranked near the bottom of health status rankings, but now the North Mississippi Medical Center (NMMC), the largest rural medical center in the country, is the recipient of the 2006 Malcolm Baldrige National Quality Award in...


Measuring the Cost of Quality for Management

by Cokins, Gary

Over the years, few organizations have adopted a reliable method for measuring and reporting cost of quality (COQ) and used it to improve operations. Since the avoidance of reduced profits from quality initiatives is seldom measured or reported by...


Promoting Quality In Your Organization

by Okes, Duke

A 2004 survey of industry executives showed that while nearly all agreed that quality favorably influences profits, few had actually used quality methods. Quality professionals can play a significant role in supporting performance management initiatives...


Open Access

Back to Basics: Best Practices in Auditing

by Gupta, Anil

Organizations conduct audits to examine a business process and evaluate the process’s compliance with internal and external requirements. They also use audits to implement continuous improvements. Internal and supplier audits allow management to:...


Open Access

Corral Your Organization's Knowledge

by Okes, Duke

One useful method of determining organizational performance is to assess how well it manages critical knowledge. Definitions of knowledge management may vary, but they generally fit into one of four categories: Information technology, organizational...


Does Six Sigma Work in Service Industries?

by Patton, Fred

Service and manufacturing organizations have much to learn from one another when it comes to serving customers. While in manufacturing the focus on product quality distracts employees from customer service quality requirements, in the service sector the...


Back to the Future at Ford

by Smith, Larry R.

The U.S. automotive industry, and U.S. industry in general, have seen significant change over the past thirty years, and the results haven’t always been positive. While specific details differ, Ford Motor Company's experience with the major system...


Open Access

Driving Organic Growth at Bank of America

by Cox, Daniel; Bossert, James

The American Customer Satisfaction Index has shown that customers view banks and other financial institutions as a commodity, and consequently, they have no reason to establish a relationship with any one bank. In 2001 executives at Bank of America saw...


Improving Service Quality at Honda

by Stottler, Wayne

Spotting defects in problem solving, decision making, or project management are fundamental to providing high quality service and support. As a provider of financial services, leasing support, and various sales and marketing-related services to Honda...


Open Access

Two Hospitals Prescribe Performance Excellence

by Johnson, Kristen

Florida's Baptist Hospital Inc. (BHI) and Saint Luke's Hospital (SLH) in Kansas City, Missouri were recipients of the 2003 Malcolm Baldrige National Quality Award in the healthcare category. In addition to its new mission to provide world-class patient...


Open Access

The Image and Reality of Excellence

by Daniels, Susan E.

Medical device manufacturer Medrad Inc. was the only company in the manufacturing sector to receive the Malcolm Baldrige National Quality Award for 2003. The company has been involved with Baldrige since the award’s inception fifteen years ago....


Good Supplier Management Aids New Products Launch

by Balasubramanian, Raj; Baumgardner, Steve

Unisys Corporation, once a vertically integrated company that designed and manufactured most of what was needed to support its products, has changed its focus to providing cost effective solutions to its customers. Since this change requires reliance on...


Open Access

Does Baldrige Make a Business Case for Quality

by Dean, Mark L.; Tomovic, Cynthia L.

The Malcolm Baldrige National Quality Award (MBNQA) is a widely accepted model promoting quality management as a means to business success. However, because business results are themselves part of the model, the contribution of the approach-deployment...


Quality, Not Quantity, of Management

by Feigenbaum, Armand V.; Feigenbaum, Donald S.

This article is from the book The Power of Management Capital: Utilizing the New Drivers of Innovation, Profitability, and Growth in a Demanding Global Economy, available through Quality Press, item number


Forming Virtual Teams

by Wilson, Shauna

Despite the continuing growth of virtual teams, not all of them are successful. Reasons for negative attitudes toward virtual teams include lack of facial and body language cues, feelings of isolation, changes in operational norms, and demand for...


Open Access

Rx for Excellence

by Daniels, Susan E.

SSM Health Care (SSMHC), the first healthcare winner of the Malcolm Baldrige Award, has been showing the world that a focus on continuous improvement can help the ailing healthcare sector. SSMHC operates as a private, not-for-profit system that owns,...


Do Performance Appraisals Work?

by Juncaj, Tony

Since 1989 when Glenroy Inc., a small Wisconsin manufacturing firm, abandoned its performance appraisal and merit pay system in favor of market based pay grades and company-wide noncompetitive bonuses, few organizations have followed suit. Some quality...


Open Access

10 Process Improvement Lessons for Leaders

by Gardner, Robert A.

Many of the process improvement programs launched by companies with great enthusiasm fail to live up to expectations because leaders fail to understand the dynamics that influence the success of the program. While not intended to replace an existing...


Open Access

Effective Strategic Planning

by Cascella, Victor

Many business leaders have difficulty translating their strategic planning strategies into business results. One reason is that carefully devised strategies are often poorly deployed and implemented. To successfully launch a business strategy, an...


Open Access

A Thing of the Past?

by Collier, David A.; Goldstein, Susan Meyer; Wilson, Darryl D.

The Malcolm Baldrige National Quality Award (MBNQA), the most widely adopted framework for an interdisciplinary approach to total quality management and organizational performance, has evolved from the original model in 1988 to the 1992 model and the...


Column: Frontiers of Quality: The project selection process

by Snee, Ronald D.; Rodebaugh, William F., Jr.

Every company should focus on managing its project portfolio and creating an overall organizational improvement system

Six Sigma is about improving processes by solving problems. Typically, problems fall into two categories: solution known and solution unknown. Solution known projects are considered just-do projects and are completed by a...


Open Access

The Little Hot Dog Stand That Could

by Daniels, Susan E.

Pal's Sudden Service isn't a large, sophisticated corporation, but that didn't stop the Tennessee-based restaurant chain from winning the Malcolm Baldrige National Quality Award (MBNQA). Pal's two executives believe there is a process for everything...


Strive to Win the Game

by Kinnear, Rob

Many companies successfully certified in quality standards are having difficulty getting the most from their new product development (NPD) process. Automotive companies, in particular, are struggling to improve their bottom-line results. College sports...


Open Access

Quality Glossary


A handy reference is provided of quality terms, acronyms, and key people in the history of quality. Information is derived from a variety of sources and compiled by the editorial staff of the American Society for...


Column: Emerging Sectors: Workforce Education Quality

by Sobah, Hank; Swauger, Melissa

Evaluate training providers with 19 questions based on Baldrige performance criteria

The Three Rivers Workforce Investment Board (TRWIB) in Pittsburgh was formed as a result of the Workforce Investment Act (WIA) of 1998, a federal law that made federally funded workforce development initiatives the sole...


Workforce Education Quality

by Sobah, Hank; Swauger, Melissa

Evaluate training providers with 19 questions based on Baldrige performance criteria

The Three Rivers Workforce Investment Board (TRWIB) in Pittsburgh was formed as a result of the Workforce Investment Act (WIA) of 1998, a federal law that made federally funded workforce development initiatives the sole responsibility of individual organi...


ASQ's Black Belt Certification - A Personal Experience

by Cochrane, Don; Gupta, Praveen

Together with the growing interest in and use of Six Sigma techniques comes the need to assess the qualifications of those seeking quality leadership roles in organizations. The ASQ certified Six Sigma Black Belt (CSSBB) exam is a practical and cost...


Open Access

Bull or Bear?

by George, Stephen

Shareholder value improves as quality improves, yet while we may intuitively know that quality pays, there is no substitute for solid data. In 1988 mutual fund manager Jack Robinson decided to invest in companies that were using total quality management...


Column: Emerging Sectors: Measuring Quality In the Department of Defense

by Dugan, Michael W.

The Defense Finance and Accounting Service (DFAS) is the accounting arm of the DoD. The deputy secretary of defense directed the consolidation of the finance and accounting operations of the various military departments and...


Quality in the Classroom

by Brewer, Peggy; Friel, Terri; Davig, William; Spain, Judith

Institutions of higher learning have only recently begun to address the issue of how to offer quality products and services. The present turbulent economy coupled with the accreditation requirement for relatively low individual faculty course loads...


Open Access

Column: Emerging Sectors: Linking Strategic and Quality Plans

by Leggitt, Mark S.; Anderson, Rhonda

Baldrige assessment helps a Connecticut hospital overcome barriers to success, meet challenges and play on its strengths

The results were impressive when Hartford Hospital in Connecticut used a Baldrige assessment to guide it through improvement efforts. In the mid-1990s, the 845-bed urban teaching institution was going through major change and challenge. A new...


Open Access

Journey to the Baldrige

by Phillips-Donaldson, Debbie, editor

The year's Baldrige winners are profiled. They include Operations Management International Inc. (OMI), Spicer Driveshaft (SD) (an operating unit of Dana Corp.), Karlee Co. Inc., and Los Alamos National Bank (LANB)....


Annual Quality Awards Listing

by Johnson, Corinne N., Compiler

The annual resource guide is provided for automotive, government, international, national, regional, and state quality related awards and award programs. Awards are organized by type, the award's name and sponsor, criteria, contact information, and...


Intentional Change By Design

by Shinn, Gregory S.

Quality initiatives and other organizational changes often disrupt normal internal functions. Many stakeholders, especially executive managers, aren't fully aware of the consequences of a "quality system of the month" approach, and they frequently...


Open Access

Column: Emerging Sectors: The Evolution of a Quality Culture

by Travalini, Maureen M.

Pilot program leads to a major award for Kelly Services' Houston Region

Based on the Malcolm Baldrige National Quality Award criteria for performance excellence, the Kelly Quality Management System (KQMS) serves as Kelly's blueprint for strategically building and enhancing its quality practices. KQMS is comprised of seven...


How Well Does Your Reward System Support TQM?

by Allen, Richard S.; Kilmann, Ralph H.

Many organizations' attempts to implement a total quality management (TQM) program fail because they are reluctant to make changes to their reward practices in support of TQM. Traditional reward systems focus on individual performance and do little to...


What Would Deming Say?

by Spigener, James B.; Angelo, Paul J.

The behavior-based approach to quality improvement has been increasingly accepted during the 1990s as quality leaders recognized that translating quality into specific and observable practices and behaviors enhances their proactiveness. Quality managers...


Resolving The Process Paradox: A strategy for launching meaningful process improvement

by Gardner, Robert A.

Continuous Process Improvement (CPI) is critical to business strategy. To improve its value creating abilities, organizations must continuously improve their value creating processes. Before implementing process improvement, organizations should...


The Power of Quality Thinking in Sales and Management

by Selden, Paul

Customer loyalty and revenue may be increased through the application of quality principles to the sales process. In the field of sales and marketing, quality thinking relies on the belief that the most effective method for increasing earnings over the...


Quality Awards Listing

by Hagen, Mark R.

The list includes national, international, state and regional quality awards and award programs and industry-specific quality awards programs. The listed awards are related to the practice of quality, do not limit eligibility to members of the...


Open Access

A Comparative Analysis of National and Regional Quality Awards

by Vokurka, Robert J.; Stading, Gary L.; Brazeal, Jason

Organizations are using quality award programs in their pursuit of total quality management. Industries realize that quality awards offer models and tools for implementing quality strategy, benchmarking best practices, performing self-assessment, and...


Quality Today: Recognizing the Critical SHIFT

by Silverman, Lori L.; Propst, Annabeth L.

Five inevitable trends in quality exist today and will continue to develop. First, quality goes softer, in that organizations must attend to the emotional, psychological, and social needs of their employees. Only then can teamwork, cross-functional...


Measuring People and Performance: Closing the Gaps

by Morgan, Brian S.; Schiemann, William A.

Quality Progress and Metrus Group surveyed a sample of ASQ members about people metrics and management at their companies. Findings from more than 800 respondents indicate that even though people measures are used in many companies, only about 30% of...


Sales Process Engineering: An Emerging Quality Application

by Selden, Paul H.

Systematic exploration of events that precede and follow a sale can generate opportunities for improvement. This process orientation toward sales is the key to sales process engineering. For example, a business-to-business sales process can include...


NCR's Quality Turnaround

by Staffaroni, Kathy; Bernstein, Mark

A two-phase quality improvement program at NCR supported its efforts to cut operating losses and increase revenue after the company became independent from AT&T. Phase one of the program involved five principles tied to operational performance:...


Open Access

Insights into Organizational Self-Assessments

by Blazey, Mark L.

Baldrige Award-based self-evaluations of management systems and organizational performance include: full-length and short written narratives; the Likert scale survey; and the behaviorally anchored survey. A full-length narrative has a maximum of 50...


The Emancipation of Quality: Building Bridges and Closing Gaps

by Watson, Gregory H.

The recent name change of the American Society for Quality (ASQ) is indicative of the future of the quality profession. Quality goes beyond quality control in manufacturing. It extends to all organizations and to all work. Quality is not only for...


Creating More Effective Meeting Facilitators

by Buchel, Mary

Ten recommendations for trainers cover the planning and implementation of meetings. First, trainers should be aware of the meeting style of the organization and thereby help facilitators increase the productivity of meetings. Second, the training...


Making Multirater Feedback Systems Work

by Church, Allan H.; Waclawski, Janine

Assessment through multirater feedback is an exciting and effective tool, and its users should pay attention to implementation issues. Multirater feedback increases self-awareness in the focal individual, thus leading to improved performance and...


The Criteria: A Looking Glass to Americans' Understanding of Quality

by Best, Kenneth G.

Business Results is Category 7 in the 1997 criteria of the Malcolm Baldrige National Quality Award (MBNQA). As the last of seven installments on the Baldrige criteria, this article notes the distinction between ingrained core values and superficial...


Conducting an Organizational Self-Assessment Using the 1997 Baldrige Award Criteria

by Caravatta, Michael

A 52-item operational assessment questionnaire identifies strengths, weaknesses, and opportunities for improvement. Its seven sections correspond to the elements of the Malcolm Baldrige National Quality Award, and the resulting assessment rating can be...


The Criteria: A Looking Glass to Americans' Understanding of Quality

by DuPont, Laura Raiman

Information and Analysis is Category 4 in the 1997 criteria of the Malcolm Baldrige National Quality Award. As the fourth of seven installments on the Baldrige criteria, this article describes the linking role of information and analysis. This...


The Criteria: A Looking Glass to Americans' Understanding of Quality

by Spagnol, Vicki L.

Strategic planning is Category 2 in the criteria of the Malcolm Baldrige National Quality Award. As the second installment on the seven categories, this article demonstrates the impact of strategic planning on change management and competitive...


The Criteria: A Looking Glass to Americans' Understanding of Quality

by Brennan, Maryann

Leadership is Category 1 in the criteria of the Malcolm Baldrige National Quality Award. As the first installment on the seven categories, this article uses the experiences of others to outline eight lessons about leadership and its assessment. First,...


The Criteria: A Looking Glass to Americans' Understanding of Quality (Introduction)

by Hertz, Harry S.

The Malcolm Baldrige National Quality Award criteria have evolved since the inception of the Award in 1988. This article introduces a series to appear over the next few months on the seven categories of criteria. For 1997, the criteria have taken on a...


Achieving Performance Excellence

by Blazey, Mark

Ten core values support the criteria of the Malcolm Baldrige National Quality Award. They are vital for optimization of performance in any organization. First, customer-driven quality requires that employees listen to and act on the demands of...


Open Access

Baldrige Award Celebrates Its 10th Birthday With a New Look

by Bemowski, Karen

The latest biennial review of the Malcolm Baldrige National Quality Award (MBNQA) has produced changes in framework, wording, application process, and title. The title change for the 10th anniversary in 1997 replaces the Award Criteria booklet with the...


TQM and Human Nature: Getting Beyond Organizational Misconceptions

by Scully, John P.

As leadership replaces management, organizations will respect human nature and apply the principles of total quality management (TQM). Organizations encounter problems when they focus on two misconceptions: that the individual is the basic...


Putting Fear to Flight

by Sulzer-Azaroff, Beth; Harshbarger, Dwight

Performance management is the application of behavior principles to the needs of individual organizational cultures. At the Wongpaitoon Footwear Company (WFC) in Bangkok, Thailand, performance management has excised fear and helped employees improve...


Blue Cross/Blue Shield of Ohio: A Profile in Change

by Smith, Sheila J.

Transformation from bureaucracy to action-oriented change management requires planning, leadership, and attention to basics. Blue Cross/Blue Shield of Ohio (BCBSO) has used this strategy to compete in the new health care industry. BCBSO's change...


But It Takes Too Long . . .

by Early, John F.; Godfrey, A. Blanton

Quality improvement projects can consume too much time. The Juran Institute studied twenty projects of 10 clients in 5 industries. The average project took 68.1 weeks; 62.8% of that time could have been eliminated. Inadequate management preparation...


Open Access

How Do People Use the Baldrige Award Criteria?

by Bemowski, Karen; Stratton, Brad

The Malcolm Baldrige National Award Quality Award is useful, even to the many companies that have not applied for the Award. Only 546 companies have applied, and yet about 1 million copies of the Baldrige criteria have been distributed. A Quality...


A Performance Measurement Model

by Rose, Kenneth H.

The right metrics are key to identifying what will move an organization to its goals. Metrics can be developed in the eight components of a performance measurement model. First, performance categories indicate what an organization does. Second, a...



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