DR R Raju

QUALITY AWARDS Professor & Head,

DOIE, CEG, AU, Ch -25
QUALITY AWARDS
Quality awards: special recognition
Strive for excellence
Generate interest in quality programs
Meet challenges
QUALITY AWARDS
Rajiv Gandhi National Quality Award
The Golden Peacock National Quality Award
IMC Ramkrishna Bajaj National Quality Award
Malcolm Baldrige National Quality Award (MBNQA)
The Deming Prize
European Foundation for Quality Management Model
HOW TO DECIDE THE WINNERS???
oHow well is TQM implemented

oRules and regulations

oDepending on production and non-production parts of the firm.

NATIONAL QUALITY AWARDS
RAJIV GANDHI NATIONAL QUALITY AWARD

Instituted by BIS in 1991

It’s a annual feature
Designed similar to Malcolm Baldrige National Quality Award in
USA, Deming Prize in Japan and European Quality Award.
 RAJIV GANDHI NATIONAL QUALITY AWARD

It is named after Rajiv Gandhi, the former Prime Minister of India, and
was introduced in 1991 after his death.
The award aims to promote quality services to the consumers and to
give special recognition to organizations that contribute significantly
towards the quality movement of India.
The award is presented annually as per the financial year, and is
similar to other national quality awards worldwide like the Malcolm
Baldrige National Quality Award of the United States, European Quality
Award of the European Union and the Deming Prize of Japan
1. Encouraging the Indian industry to make significant improvements, in
the quality for maximizing consumer satisfaction and successfully facing
competition in the global market
2. Recognizing the achievements of those organizations, which have
improved the quality of their products and services and thereby, set an
examples for others
3. Establishing guidelines and criteria that can be used by the industry in
evaluating their own quality improvement efforts.
4. Providing specific guidance to other organizations that wish to learn
how to achieve excellence in quality by making available detailed
information on the quality management approach adopted by the
award winning organizations to change their culture and achieve
eminence
RGNQA HELP’S INDUSTRY
Encouraging improvements, consumer satisfaction
Recognize improved quality
Guideline to evaluate own quality
Providing specific guidance
RAJIV GANDHI NATIONAL QUALITY
AWARD
Large scale Small scale
manufacturing manufacturing

Large scale Small scale

service sector service sector

BEST of ALL
RAJIV GANDHI NQA ASSESSMENT CRITERIA
Large scale Organization Small scale Organization
Leadership Leadership
Policies HM
Objectives Processes
HRM Customer focused results
Resources Impact On society
Process Business results
Employee satisfaction
Business results
 THE GOLDEN
PEACOCK AWARD
Instituted by the Institute of Directors in February 1991
Total Quality improvements in manufacturing as well as service
organisations in India
presented at the World Congress on Total Quality
stimulates and helps organisations to rapidly accelerate the pace of
customer-oriented improvement process
GOLDEN PEACOCK AWARDS
scoring and feedback are based on three evaluation dimensions:
(1) Approach (2) Deployment and (3) Results
IMC RAMKRISHNA BAJAJ NATIONAL QUALITY
AWARD
Instituted in 1997
objectives
•Promote quality awareness and practices in Indian
Business
•Recognize achievements of Indian companies in the
field of quality
•Publicize successful quality strategies and programs
IMC RAMKRISHNA BAJAJ NATIONAL QUALITY
AWARD
The Quality Award is presented every year to Companies in
Manufacturing organizations
Service organizations
Small Businesses
Overseas Organizations
Education and
Health Care
INTERNATIONAL QUALITY AWARDS
MBNQA- WHAT IS IT?
Award named after the former Secretary of Commerce – Regan
Administration
Intended to reward and stimulate quality initiatives
Given to no more that two companies in each of three categories;
manufacturing, service, and small business
Past winners; Motorola Corp., Xerox, FedEx, 3M, IBM, Ritz-Carlton
MALCOLM BALDRIGE NATIONAL QUALITY AWARD (MBNQA)
An award established by the U.S. Congress in 1987 to raise awareness
of quality management and recognize U.S. companies that have
implemented successful quality management systems.
The award is named after the late Secretary of Commerce Malcolm
Baldrige, a proponent of quality management. The U.S. Commerce
Department’s National Institute of Standards and Technology manages
the award, and ASQ administers it.
Organizations that apply for the Baldrige Award are judged by an
independent board of examiners. Recipients are selected based on
achievement and improvement in seven areas, known as the Baldrige
Criteria for Performance Excellence
MALCOLM BALDRIGE NATIONAL QUALITY AWARD (MBNQA)
The Malcolm Baldrige National Quality Award (MBNQA) is presented
annually by the President of the United States to organizations that
demonstrate quality and performance excellence. Three awards may be
given annually in each of six categories:
1. Manufacturing
2. Service company
3. Small business
4. Education
5. Healthcare
6. Non profit
Competition for this award is intense, and interestingly, many
organizations who are interested in the award are nevertheless, using
the categories as a technique to measure their TQM effort on an annual
assessment basis.
MALCOLM BALDRIGE NATIONAL QUALITY AWARD (MBNQA)
Baldrige Criteria for Performance Excellence
Leadership: How upper management leads the organization, and how the
organization leads within the community.
Strategic planning: How the organization establishes and plans to implement
strategic directions.
Customer and market focus: How the organization builds and maintains strong,
lasting relationships with customers.
Measurement, analysis, and knowledge management: How the organization uses
data to support key processes and manage performance.
Human resource focus: How the organization empowers and involves its workforce.
Process management: How the organization designs, manages and improves key
processes.
Business/organizational performance results: How the organization performs in
terms of customer satisfaction, finances, human resources, supplier and partner
performance, operations, governance and social responsibility, and how the
organization compares to its competitors.
MALCOM BRIDGE QUALITY AWARD
 CHECK LIST OF APPLICATION FOR MALCOM BALDRIGE
NATIONAL QUALITY AWARD,1
Maximum score Percentage of
sub-total
1.0 Leadership 15%
1.1 Leadership of top-ranking managers 50
1.2 Policy 30
1.3 Management control system and quality improvement process 30
1.4 Allocation and utilization of resources 20
1.5 Responsibility to society 10
1.6 Unique and creative leadership technique 10
2.0 Information and analysis 7.50%
2.1 Utilization of analysis technique or system 15
2.2 utilization of information about product quality and servicing quality 10
2.3 Customer data and analysis 20
2.4 Analysis of quality and data of subcontractor 10
2.5 Analysis of quality and data of distributor or sales agent 10
2.6 Employee-related data and analysis 5
2.7 Unique and innovative analysis of information 5
CHECK LIST OF APPLICATION FOR MALCOM BALDRIGE
NATIONAL QUALITY AWARD, 2
3.0 Quality of strategy planning 7.50%

3.1 Operation target and strategy target 20

3.2 Function of planning 20

3.3 Quality improvement plan 30

3.4 Unique and innovative planning for strategy 5

4.0 Utilization of human resources 15%

4.1 Control and operation 30

4.2 Quality-consciousness and participation of employees 50

4.3 Training and education concerning quality 30

4.4 Personnel assessment, motivation, award system 30

4.5 Unique and innovative strategy concerning utilization of human resource 10

CHECK LIST OF APPLICATION FOR MALCOM BALDRIGE
NATIONAL QUALITY AWARD, 3
5.0 Quality assurance of product and servicing 15%

5.1 Reflection of customer’s opinion on product and servicing 20

5.2 Development of new product and new servicing 20

5.3 Design of new product and new servicing 30

5.4 measurement, standardization, data system 10

5.5 Engineering 10

5.6 Audit 15

5.7 Recording 10

5.8 Safety, health and sanitation, environment 10

5.9 Assurance/effectiveness 15

5.10 Unique and innovative approach to quality assurance of product and servicing 10
 CHECK LIST OF APPLICATION FOR MALCOM
BALDRIGE NATIONAL QUALITY AWARD, 4
6.0 Result of quality assurance of product and servicing 10%

6.1 Reliability and achievement of product and servicing 25

6.2 Reduction of scrap, rework, rejection concerning product and servicing 20

6.3 Reduction of complaint and claim suit concerning quality 25

6.4 Reduction of assurance- or site-related assistance operation 20

6.5 Innovative index and economic gain for quality improvement 10

7.0 Customer satisfaction 30%

7.1 Quality of product and servicing from customer’s viewpoint 100

7.2 Comparison of competitiveness of product and servicing 50

7.3 Customer servicing and countermeasure for complaint 75

7.4 Assurance from customer’s viewpoint 50

7.5 Unique (or innovative) technique to grasp customer satisfaction 25

Total 1000 100%

THE DEMING PRIZE
Given by the Union of Japanese Scientists and
Engineers since 1951

Named after W. Edwards Deming who worked to

improve Japanese quality after WWII

Not open to foreign companies until 1984

Florida P & L was first US company winner

THE DEMING PRIZE
Both individuals and organizations qualify for the Deming prize
Annually presented to companies that show improvement in the
field of total quality management
No industry barrier
Divisions of a company
 THE DEMING PRIZE
The Deming Prize is Japan’s national quality award for industry. It was established in
1951 by the Japanese Union of Scientists and engineers (JUSE) and it was named
after W. Edwards Deming.
He brought statistical quality control methodology to Japan after W.W.II.
The Deming Prize is the world’s oldest and most prestigious of such awards. Its
principles are a national competition to seek out and commend those organizations
making the greatest strides each year in quality, or more specifically, TQC.
The prize has three award categories.
They are Individual person, the Deming Application Prizes, and the Quality Control
Award for factory.
The Deming Application prizes are awarded to private or public organizations and
are subdivided into small enterprises, divisions of large corporations, and overseas
companies.
There are 143 companies who won the prize. Among them, only once has the Deming
Prize been awarded to a non-Japanese company: Florida Power and Light in 1989.
 CHECK LIST OF APPLICATION FOR DEMING AWARD -
POLICY
1. Policies pursued for management quality, and quality control
2. Method of establishing policies
3. Justifiability and consistency of policies
4. Utilization of statistical methods
5. Transmission and diffusion of policies
6. Review of policies and the results achieved
7. Relationship between policies and long- and short-term planning
CHECK LIST OF APPLICATION FOR DEMING AWARD - ORGANIZATION
AND ITS MANAGEMENT
1. Explicitness of the scopes of authority and responsibility
2. Appropriateness of delegations of authority
3. Interdivisional cooperation
4. Committees and their activities
5. Utilization of staff
6. Utilization of QC Circle activities
7. Quality control diagnosis
CHECK LIST OF APPLICATION FOR DEMING AWARD - EDUCATION AND
DISSEMINATION
1. Education programs and results
2. Quality- and control-consciousness, degrees of understanding
of quality control
3. Teaching of statistical concepts and methods, and the extent of
their dissemination
4. Grasp of the effectiveness of quality control
5. Education of related company (particularly those in the same
group, sub-contractors, consigness, and distributers)
6. QC circle activities
7. System of suggesting ways of improvements and its actual
conditions
 CHECK LIST OF APPLICATION FOR DEMING AWARD - COLLECTION,
DISSEMINATION AND USE OF INFORMATION OF QUALITY
1. Collection of external information
2. Transmission of information between divisions
3. Speed of information transmission (use of computers)
4. 4. Data processing statistical analysis of information and
utilization of the results
CHECK LIST OF APPLICATION FOR DEMING AWARD - ANALYSIS
1. Selection of key problems and themes
2. Propriety of the analytical approach
3. Utilization of statistical methods
4. Linkage with proper technology
5. Quality analysis, process analysis
6. Utilization of analytical results
7. Assertiveness of improvement suggestions
CHECK LIST OF APPLICATION FOR DEMING AWARD -
STANDARDIZATION
1. Systematization of standards
2. Method of establishing, revising, and abolishing standards
3. Outcome of the establishment, revision, or abolition of
standards
4. Contents of the standards
5. Utilization of statistical methods
6. Accumulation of technology
7. Utilization of standards
CHECK LIST OF APPLICATION FOR DEMING AWARD - CONTROL
1. Systems for the control of quality and such related matters as
cost and quantity
2. Control items and control points
3. Utilization of such statistical control methods as control charts
and other statistical concepts
4. Contribution to performance of QC circle activities
5. Actual conditions of control activities
6. State of maters under control
CHECK LIST OF APPLICATION FOR DEMING AWARD - QUALITY ASSURANCE
1. Procedure for the development of new products and services
(analysis and upgrading of quality, checking of design, reliability,
and other properties)
2. Safety and immunity from product liability
3. Customer satisfaction
4. Process design, process analysis, and process control and
improvement
5. Process capability
6. Instrumentation, gauging, testing, and inspecting
7. Equipment maintenance, and control of subcontracting,
purchasing, and services
8. Quality assurance system and its audit
9. Utilization of statistical methods
10. Evaluation and audit of quality
11. Actual state of quality assurance
CHECK LIST OF APPLICATION FOR DEMING AWARD - RESULTS

1. Measurements of results
2. Substantive results in quality, services, delivery time, cost,
profits, safety, environments, etc.
3. Intangible results
4. Measures for overcoming defects
CHECK LIST OF APPLICATION FOR DEMING AWARD - PLANNING FOR
THE FUTURE

1. Grasp of the present state of affairs and the concreteness of

the plan
2. Measures for overcoming defects
3. Plans for further advances
4. Linkage with the long-term plans
 COMPARISON OF THE DEMING PRIZE AND BALDRIGE AWARD
Topic Baldrige Award Deming Prize
Definition of “customer-driven “conformance to
Quality quality” it views quality specifications” it views
as defined by the quality as defined by the
customer producers
Primary Focus customer satisfaction and statistical quality control
quality
Overall Approach quality of management management of quality
Purpose promote competitiveness promote quality assurance
through total quality through statistical
management techniques
Types of manufacturing, service essentially private or public
Organization and small business manufacturing
Orientation 60% result, 40% process 60% process, 40% results
Scoring Weight different weight for each equal weight in 10 criteria
criteria
Topic Baldrige Award Deming Prize
Consideration less concern concern in productivity,
delivery, safety, and
environment
Information heavily concern less concern
Management
Continuous of N/A Japan Quality Control Medal
the award
Winners Maximum of two per All firms meeting standard
category
Scope U.S. firms only Firms for any country
Applications $2500 and 75 pages 1000 pages and one year
packet working with consultant from
the union of Japanese
Scientist & Engineers
Grading time six months one year
First Award 1987 1951
Sponsor National Institutes Union of Japanese Scientists
Standards and Technology and Engineers
 COMPARISON OF THE DEMING PRIZE AND BALDRIGE AWARD
Topic Baldrige Award Deming Prize
Grading 1. Leadership of top- 1. Policy and
Criteria ranking managers policy Objectives pursued for
management control management quality &
system & quality QC justifiability and
improvement process consistency of policies
allocation and utilization review of policies and
of resources responsibility the result achieved
to society unique and relationship between
creative leadership policies and long term &
technique short term planning
 COMPARISON OF THE DEMING PRIZE AND BALDRIGE AWARD
Topic Baldrige Award Deming Prize
Grading 2. Information and 2. Organization and its
Criteria Analysis utilization of Management explicitness of
analysis technique or the scopes of authority and
system utilization of responsibility
information about product interdivisional cooperation
quality and servicing committees and their
quality customer data and activities utilization of staff
analysis analysis of quality utilization of QC Circle
and data of subcontractor activities QC diagnosis
and distributor or sales
agent
 COMPARISON OF THE DEMING PRIZE AND BALDRIGE AWARD
Topic Baldrige Award Deming Prize
Grading 3. Quality of Strategy 3. Education and
Criteria Planning operation target dissemination education
and strategy target program and results degrees of
function of planning understanding of QC teaching
quality improvement plan of statistical concepts and
unique and innovative methods grasp of the
planning for strategy effectiveness of QC QC circle
activities system of suggesting
ways of improvements and its
actual conditions
 COMPARISON OF THE DEMING PRIZE AND BALDRIGE AWARD
Topic Baldrige Award Deming Prize
Grading 4. Utilization of Human 4. Collection, Dissemination
Criteria Resource control and operation and Use of Information on
quality consciousness and Quality collection of external
participation of employees information transmission of
training and education information between divisions
concerning quality personnel speed of information
assessment, motivation, award transmission data processing,
system innovative strategy statistical analysis of
concerning utilization of information and utilization of
human resource the results
 COMPARISON OF THE DEMING PRIZE AND BALDRIGE AWARD
Topic Baldrige Award Deming Prize
Grading 5. Quality Assurance of Product 5. Analysis selection of
Criteria and Servicing reflection of key problems and themes
customer’s opinion on product and propriety of the analytical
servicing design and development approach utilization of
of new product and new servicing statistical methods linkage
measurement, standardization, data with proper technology
system engineering, audit, quality analysis, process
recording safety, health and analysis utilization of
sanitation, environment approach to analytical results
quality assurance of product and assertiveness of
servicing improvement suggestions
 COMPARISON OF THE DEMING PRIZE AND BALDRIGE AWARD

Topic Baldrige Award Deming Prize

Grading 6. Result of Quality 6. Standardization
Criteria Assurance of Product and systematization of standards
Servicing reliability and method of establishing,
achievement of product and revising, and abolishing
servicing reduction of scrap, standards and their outcome
rework, rejection, concerning utilization of statistical
product and servicing methods contents of the
reduction of complaint and standards accumulation of
claim suit concerning quality technology utilization of
innovative index and economic standards
gain for quality improvement
 COMPARISON OF THE DEMING PRIZE AND BALDRIGE AWARD
Topic Baldrige Award Deming Prize
Grading 7. Customer Satisfaction 7. Control system for the
Criteria quality of product and control of quality and related
servicing from customer’s matters control items and
viewpoint comparison of control points utilization of
competitiveness of product such statistical control
and servicing customer methods as control charts
servicing and and other statistical
countermeasure for concepts contribution to
complaint assurance from performance of QC circle
customer’s viewpoint actual conditions of control
technique to grasp customer activities
satisfaction
 COMPARISON OF THE DEMING PRIZE AND BALDRIGE AWARD
Deming Prize Deming Prize
8. Quality Assurance 9. Results measurement of results
procedure for the development substantive results in quality, services,
of new products and services delivery time, cost, profits, safety
safety and immunity from environments intangible results
product liability customer measures for overcoming defects
satisfaction process design,
analysis, control and
improvement process capability 10. Planning for the Future grasp of
instrumentation, gauging, the present state of affairs and the
testing and inspecting concreteness of the plan measures for
equipment maintenance and overcoming defects plans for further
control of subcontracting, advances linkage with the long term
purchasing, and services plans
EUROPEAN FOUNDATION FOR QUALITY MANAGEMENT MODEL
EFQM, a not-for-profit membership foundation, is the creator of the
EFQM Excellence Model, manages the European Quality Awards, and is
a resource to European organisations on business and continuous
improvement disciplines, tools and techniques.
Origin of EFQM
To stimulate and, where necessary, to assist management in adopting
and applying the principles of organisational excellence
To improve the competitiveness of European Industry and to close the
gap of competitiveness between Europe and US/Japan
Supported by the European Commission in The European Quality
Promotion Policy
BEGINNING OF EFQM
Founded in 1989 by 14 leading European organisations :
 BT plc  KLM - Royal Dutch Airlines
 Robert Bosch GmbH  Nestlé AG
 Bull SA  Philips Electronics NV
 Ciba-Geigy AG  Ing. C. Olivetti & C.S.p.A.
 Dassault Aviation  Renault
 AB Electrolux  Gebr. Sulzer AG
 Fiat Auto Spa s Volkswagen AG
NEED FOR THE EFQM
The world does not stand still. It is changing ever more rapidly. The
interdependencies between organisations, communities, countries and
economies are strengthening and increasing in complexity.
To remain competitive in this environment, any organisation needs to
continually innovate and improve.
Now, more than ever before, an organisation needs to understand,
balance and effectively manage the needs and expectations of their
stakeholders.
The EFQM Excellence Model is a framework to understand and manage
this complexity. The Model is pragmatic and practical, developed by
leading organisations, to stimulate continuous improvement.
EUROPEAN FOUNDATION FOR QUALITY MANAGEMENT MODEL
EFQM CRITERIA
The EFQM Excellence Model allows people to understand the cause and
effect relationships between what their organisation does, the Enablers,
and the Results it achieves.
There are 5 enablers, pictured on the left-hand side of the Model.
These are the things an organisation needs to do to develop and
implement their strategy.
To achieve sustained success, an organisation needs strong leadership
and clear strategic direction.
They need to develop and improve their people, partnerships and
processes to deliver value-adding products and services to their
customers.
If the right approaches are effectively implemented, they will achieve
the results they, and their stakeholders, expect.
ENABLER CRITERION
There are 5 enablers, pictured on the left-hand side of the Model. These
are the things an organisation needs to do to develop and implement
their strategy.
Leader ship: Excellent organisations have leaders who shape the future
and make it happen, acting as role models for its values and ethics and
inspiring trust at all times. They are flexible, enabling the organisation to
anticipate and react in a timely manner to ensure the on-going success of
the organisation.
Strategy: Excellent organisations implement their mission and vision by
developing and deploying a stakeholder focused strategy. Policies,
plans, objectives and processes are developed and deployed to deliver
the strategy.
People: Excellent organisations value their people and create a
culture that allows the mutually beneficial achievement of
organisational and personal goals. They develop the capabilities
of their people and promote fairness and equality. They care for,
communicate, reward and recognise, in a way that motivates
people, builds commitment and enables them to use their skills and
knowledge for the benefit of the organisation.
Partnership and resources: Excellent organisations plan and
manage external partnerships, suppliers and internal resources in
order to support strategy and policies and the effective operation
of processes.
Process & Service: Excellent organisations design, manage and
improve processes to generate increasing value for customers and
other stakeholders
RESULTS CRITERION
There are 4 result areas, shown on the right-hand side of the Model.
These are the results an organisation achieves, in line with their strategic
goals. In all 4 results areas, we find that excellent organisations:
Customer: Excellent organisations achieve and sustain outstanding results
that meet or exceed the needs and expectations of their customers.
People: Excellent organisations achieve and sustain outstanding results
that meet or exceed the needs and expectations of their people.
Society: Excellent organisations achieve and sustain outstanding results
that meet or exceed the needs and expectations of relevant stakeholders
within society.
Business: Excellent organisations achieve and sustain outstanding results
that meet or exceed the needs and expectations of their business
stakeholders.
IMPACT OF QUALITY AWARDS ON TQM
Stimulate companies to improve quality and productivity
Recognize the achievements of the companies
Providing guidance to the companies
HOW QUALITY AWARDS HELP BUSINESS
Identify a critical process that needs improving
Identify an organization that excels in this process
Improve the critical process
develop a benchmarking, best practice, and business
excellence information to serve the needs of companies
CONCLUSION
1. While leading organisations compete to win awards, the
main purpose of these awards is to encourage more
companies to adopt quality management principles
2. The models are practical tools; they help organisations to
measure where they are now and where they want to be in
the future.
3. The models also help organisations to create a plan to
reduce the gap between these positions.