документацию на свою Систему Качества. Компании, прошедшие первую стадию
рассмотрения, подлежат более тщательному рассмотрению на последующих
стадиях.
Анализ претендентов на премию М. Бэлдриджа проводится в соответствии
со следующими семью критериями. Для каждого критерия в скобках приводится
его вес в процентах (данные на 1994 г.). (критерии образца 2001 года можно
посмотреть по адресу: http://www.quality.nist.gov)
The Malcolm Baldrige National Quality Improvement Act of 1987 - Public
Law 100-107
The Malcolm Baldrige National Quality Award was created by Public Law 100-
107, signed into law on August 20, 1987. The Award Program, responsive to
the purposes of Public Law 100-107, led to the creation of a new public-
private partnership. Principal support for the program comes from the
Foundation for the Malcolm Baldrige National Quality Award, established in
1988.
The Award is named for Malcolm Baldrige, who served as Secretary of
Commerce from 1981 until his tragic death in a rodeo accident in 1987. His
managerial excellence contributed to long-term improvement in efficiency
and effectiveness of government. The Findings and Purposes Section of
Public Law 100-107 states that:"
|1|the leadership of the United States in product and process quality |
|.|has been challenged strongly (and sometimes successfully) by foreign |
| |competition, and our Nation's productivity growth has improved less |
| |than our competitors' over the last two decades. |
| | |
|2|American business and industry are beginning to understand that poor |
|.|quality costs companies as much as 20 percent of sales revenues |
| |nationally and that improved quality of goods and services goes hand |
| |in hand with improved productivity, lower costs, and increased |
| |profitability. |
|3|strategic planning for quality and quality improvement programs, |
|.|through a commitment to excellence in manufacturing and services, are|
| |becoming more and more essential to the well-being of our Nation's |
| |economy and our ability to compete effectively in the global |
| |marketplace. |
|4|improved management understanding of the factory floor, worker |
|.|involvement in quality, and greater emphasis on statistical process |
| |control can lead to dramatic improvements in the cost and quality of |
| |manufactured products. |
|5|the concept of quality improvement is directly applicable to small |
|.|companies as well as large, to service industries as well as |
| |manufacturing, and to the public sector as well as private |
| |enterprise. |
|6|in order to be successful, quality improvement programs must be |
|.|management-led and customer-oriented, and this may require |
| |fundamental changes in the way companies and agencies do business. |
|7|several major industrial nations have successfully coupled rigorous |
|.|private-sector quality audits with national awards giving special |
| |recognition to those enterprises the audits identify as the very |
| |best; and |
|8|a national quality award program of this kind in the United States |
|.|would help improve quality and productivity by: |
| |a|helping to stimulate American companies to improve quality and |
| |.|productivity for the pride of recognition while obtaining a |
| | |competitive edge through increased profits; |
| |b|recognizing the achievements of those companies that improve the |
| |.|quality of their goods and services and providing an example to |
| | |others; |
| |c|establishing guidelines and criteria that can be used by business,|
| |.|industrial, governmental, and other organizations in evaluating |
| | |their own quality improvement efforts; and |
| |d|providing specific guidance for other American organizations that |
| |.|wish to learn how to manage for high quality by making available |
| | |detailed information on how winning organizations were able to |
| | |change their cultures and achieve eminence." |
| |Malcolm Baldrige National Quality Award |
| |In 1987, jumpstarting a small, slowly growing U.S. |
| |quality movement, Congress established the Malcolm |
| |Baldrige National Quality Award to promote quality |
| |awareness, to recognize quality and business |
| |achievements of U.S. organizations, and to publicize |
| |these organizations’ successful performance |
| |strategies. Now considered America’s highest honor |
| |for performance excellence, the Baldrige Award is |
| |presented annually to U.S. organizations by the |
| |President of the United States. Awards are given in |
| |manufacturing, service, small business, and, starting|
| |in 1999, education and health care. In conjunction |
| |with the private sector, the National Institute of |
| |Standards and Technology designed and manages the |
| |award and the Baldrige National Quality Program. |
| |Application process |
| |To apply for the award, organizations must submit |
| |details showing their achievements and improvements |
| |in seven key areas: leadership, strategic planning, |
| |customer and market focus, information and analysis, |
| |human resource focus, process management, and |
| |results. Applicants receive 300 to 1,000 hours of |
| |review and a detailed report on the organization’s |
| |strengths and opportunities for improvement by an |
| |independent board of examiners. “The application and |
| |review process for the award is the best, most |
| |cost-effective, and comprehensive business health |
| |audit you can get,” said Arnold Weimerskirch, former |
| |Baldrige Award judge and vice president of quality, |
| |Honeywell, Inc. |
| |Program impact |
| |Since the first awards were presented in 1988, the |
| |Baldrige National Quality Program has grown in |
| |stature and impact. Today, the Baldrige program, the |
| |award’s criteria for performance excellence, and the |
| |Baldrige award recipients are imitated and admired |
| |worldwide. |
| |In particular, the Baldrige criteria for performance |
| |excellence have played a valuable role in helping US |
| |organizations improve. The criteria are designed to |
| |help organizations improve their performance by |
| |focusing on two goals: delivering ever improving |
| |value to customers and improving the organization’s |
| |overall performance. Approximately 2 million copies |
| |of the criteria have been distributed since 1988, and|
| |wide-scale reproduction by organizations and |
| |electronic access add to that number significantly. |
| |Gordon Black, chairman and chief executive officer of|
| |Harris/Black International Ltd., said the publication|
| |containing the Baldrige criteria for performance |
| |excellence is “probably the single most influential |
| |document in the modern history of American business.”|
| |Following are some of the program’s highlights: |
| |For the eighth year in a row, a hypothetical stock |
| |index, made up of publicly traded US companies that |
| |have received the Baldrige Award, has outperformed |
| |the Standard & Poor’s 500. This year, the “Baldrige |
| |Index” outperformed the S&P 500 by 4.4 to 1. |
| |State and local quality programs, most modeled after |
| |the Baldrige program, have grown from fewer than 10 |
| |in 1991 to 54 programs in 44 states. |
| |Internationally, nearly 60 quality programs are |
| |operating. Most are modeled after the Baldrige |
| |program, including one established in Japan in 1996. |
| |Since 1988, 871 applications have been submitted for |
| |the Baldrige Award from a wide variety of types and |
| |sizes of organizations. |
| |Malcolm Baldrige National Quality Award Winners |
| |2003 |
| |Medrad, Inc., Indianola, Pa. (manufacturing) |
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