MTSU 1 Global Quality and International Standards

MTSU 2 Baldrige Award Deming Prize Quality Awards

MTSU 3 Malcolm Baldrige National Quality Award (1 of 2) Began in 1987 Recognizes achievements of excellent organizations and provide examples to others –may give two awards in each category »Business: Manufacturing »Business: Service »Business: Small business »Health care »Education

MTSU 4 Malcolm Baldrige National Quality Award (2 of 2) Establishes criteria for evaluating quality efforts Provides guidance for other American companies

MTSU MBNQA Categories and Scoring System 1.0 Leadership Strategic Planning Customer and Market Focus Measurement, Analysis, and Knowledge Management Human Resource Focus Process Management Business Results450 TOTAL POINTS 1000

MTSU 6 Consensus Review? Stage 1 Independent Review Stage 3 Site Visit Review Stage 2 Consensus Review Receive Applications Winner? Site Visit? No? Feedback Report No? Feedback Report Yes Yes – Feedback Report Yes Overview of Award Process

MTSU 7 Malcolm Baldrige National Quality Award Importance Is a balanced framework for building a quality system. Is easily monitored by using the state quality awards. Is easy to defend to management.

MTSU 8 Shingo Prize Quality Awards

MTSU 9

10 The Shingo Prize If you will take the time to study the framework and elements of the prize you will find a comprehensive system that, if adopted, will steer your organization unerringly toward world class excellence.” Richard Shonberger

MTSU 11 Deming Prize Quality Awards

MTSU 12 Deming Prize Individualized TQM program Pursuit of the prize not encouraged Statistical tools encouraged, not required

MTSU 13 European Quality Award Quality Awards

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MTSU 15 European Quality Award As a tool for Self-Assessment As a way to Benchmark with other organisations As a guide to identify areas for Improvement As the basis for a common Vocabulary and a way of thinking As a Structure for the organisation's management system

MTSU 16 Leadership Excellent Leaders develop and facilitate the achievement of the mission and vision. They develop organisational values and systems required for sustainable success and implement these via their actions and behaviours. During periods of change they retain a constancy of purpose. Where required, such leaders are able to change direction of the organisation and inspire others to follow.

MTSU 17 Policy and Strategy Excellent organisations implement their mission and vision by developing a stakeholder focused strategy that takes account of the market and sector in which it operates. Policies, plans, objectives and processes are developed and deployed to deliver strategy.

MTSU 18 People Excellent organisations manage, develop and release the full potential of their people at an individual, team-based and organisational level. They promote fairness and equality and involve and empower their people. They care for, communicate, reward and recognise, in a way that motivates staff and builds commitment to using their skills and knowledge for the benefit of the organisation.

MTSU 19 Partnerships and Resources Excellent organisations plan to manage external partnerships, suppliers and internal resources in order to support policy and strategy and the effective operation of processes. During planning and whilst managing partnerships and resources, they balance the current and future needs of the organisation, the community, and the environment.

MTSU 20 Processes Excellent organisations design, manage and improve processes in order to fully satisfy, and generate increasing value for, customers and other stakeholders.

MTSU 21 Customer Results Excellent organisations comprehensively measure and achieve outstanding results with respect to their customers.

MTSU 22 People Results Excellent organisations comprehensively measure and achieve outstanding results with respect to their people.

MTSU 23 Society Results Excellent organisations comprehensively measure and achieve outstanding results with respect to society.

MTSU 24 Key Performance Results Excellent organisations comprehensively measure and achieve outstanding results with respect to the key element of their policy and strategy.

MTSU 25 Singapore Quality Award Quality Awards

MTSU 26 Singapore Quality Award - Purposes Understanding of the requirements for business and organisational excellence Enhancement of organisational performance practices and capabilities Sharing of best practice information among organisations

MTSU 27 Singapore Quality Award - Purposes Understanding of the requirements for business and organisational excellence Enhancement of organisational performance practices and capabilities Sharing of best practice information among organisations

MTSU 28 Singapore Quality Award – Core Values Visionary Leadership Customer-Driven Quality Innovation Focus Organisational and Personal Learning Valuing People and Partners

MTSU 29 Singapore Quality Award – Core Values Agility Knowledge-Driven System Societal Responsibility Results Orientation Systems Perspective

MTSU 30 Singapore Quality Award – Criteria Leadership Planning Information People Processes Customers Results

MTSU 31 Singapore Quality Award – Criteria Categories/Items Point Values 1 Leadership Senior Executive Leadership Organisational Culture Responsibility to Community and the Environment 20 2 Planning Strategy Development & Deployment 80 3 Information Management of Information Comparison & Benchmarking 25 4 People Human Resource Planning Employee Involvement & Commitment Employee Education, Training & Development Employee Health & Satisfaction Employee Performance & Recognition 20 5 Process Innovation Process Process Management and Improvement Supplier and Partnering Process 20 6 Customers Customer Requirements Customer Relationship Customer Satisfaction 30 7 Results Customer Results Financial and Market Results People Results Operational Results 90 TOTAL POINTS 1000

MTSU 32 Singapore Quality Award – Core Values Agility Knowledge-Driven System Societal Responsibility Results Orientation Systems Perspective

MTSU 33 Tennessee Quality Award Quality Awards

MTSU 34 The mission of the Tennessee Center for Performance Excellence reflects the organization's emphasis educating, recognizing significant achievements, and sharing the winning strategies and best practices among all companies/organizations. The purpose is not to give an award, but rather to provide a service to organizations - large and small; to provide a framework for the continuous improvement of the quality of Tennessee's goods and services. Tennessee Center for Performance Excellence - Mission

MTSU 35 Since its inception, over 950 organizations representing more than 350,000 employees have participated in the Tennessee Center for Performance Excellence process. In addition, over 2,000 volunteer TNCPE Examiners have been trained and have contributed over 96,000 hours of volunteer service to the Tennessee Center for Performance Excellence and the State of Tennessee. Tennessee Center for Performance Excellence - Results

MTSU 36 The learning inherent in completing the application and in the feedback you receive from the Center, the effort that goes into the self- assessment and applying for the Award traditionally result in a significant return on your investment. The process will help you prioritize opportunities for improvement and identify strengths to celebrate and build upon. Tennessee Center for Performance Excellence - Benefits

MTSU 37 Each applicant gains an outside perspective of its organization based on hundreds of hours of review by members of the Board of Examiners and the Panel of Judges. The results of this review are synthesized in a feedback report outlining strengths and opportunities for improvement based on the Criteria. Feedback reports are often used by organizations as part of their strategic planning process to focus on their customers, strategies, and to improve results. Tennessee Center for Performance Excellence - Benefits

MTSU 38 The rate at which your organization improves should accelerate. Traditionally the process helps to energize and guide their organizational improvement effort. Tennessee Center for Performance Excellence - Benefits

MTSU 39 The TCPE Award uses the MBNQA criteria. The TCPE allows multiple winners and multiple levels. By doing so it promotes continual improvement. Tennessee Center for Performance Excellence - Criteria

MTSU 40 ISO Certification Quality Certification

MTSU 41 Quality Certification ISO 9000 Set of international standards on quality management and quality assurance, critical to international business

MTSU 42 Quality Certification ISO 9000 ISO 9000 series standards, briefly, require firms to document their quality- control systems at every step (incoming raw materials, product design, in- process monitoring and so forth) so that they’ll be able to identify those areas that are causing quality problems and correct them

MTSU 43 Quality Certification Can you think of other forms of certification, awards or recognition that are available to companies, products, or individuals? How desirable are these forms of recognition?

MTSU 44 Source: J.D. Power and Associates 2004 Initial Quality Study SM Charts and graphs extracted from this press release must be accompanied by a statement identifying J.D. Power and Associates as the publisher and the J.D. Power and Associates 2004 Initial Quality Study SM as the source. No advertising or other promotional use can be made of the information in this release or J.D. Power and Associates study results without the express prior written consent of J.D. Power and Associates. J.D. Power and Associates 2004 Initial Quality Study SM (IQS) Initial Quality of Domestic- and Import-Branded Vehicles, Korean- Branded Vehicles Domestics Japanese Europeans 153 Domestics Europeans Koreans Japanese

MTSU Corporate IQS Ranking Problems Per 100 Vehicles Source: J.D. Power and Associates 2004 Initial Quality Study SM Charts and graphs extracted from this press release must be accompanied by a statement identifying J.D. Power and Associates as the publisher and the J.D. Power and Associates 2004 Initial Quality Study SM as the source. No advertising or other promotional use can be made of the information in this release or J.D. Power and Associates study results without the express prior written consent of J.D. Power and Associates. Toyota Motor Sales, U.S.A., Inc. American Honda Motor Co. Hyundai Motor America BMW of North America INDUSTRY AVERAGE General Motors Corporation DaimlerChrysler Subaru of America, Inc. Ford Motor Company Mitsubishi Motors North America, Inc. Volkswagen of America, Inc. Nissan North America American Suzuki Motor Corporation Kia Motors America Porsche Cars North America, Inc. NOTE: Ranking excludes American Isuzu Motors, Inc. due to small sample and Maserati North America, Inc. due to insufficient sample. Scores are based on rounded figures for problems per 100 vehicles. J.D. Power and Associates 2004 Initial Quality Study SM (IQS)

MTSU Nameplate IQS Ranking Problems Per 100 Vehicles J.D. Power and Associates 2004 Initial Quality Study SM (IQS) Lexus Cadillac Jaguar Honda Buick Mercury Hyundai Infiniti Toyota Mercedes-Benz Audi BMW Oldsmobile Volvo Acura Chevrolet INDUSTRY AVERAGE Chrysler Dodge Lincoln Pontiac Subaru GMC Ford Mitsubishi Saab Jeep MINI Land Rover Saturn Suzuki Kia Nissan Mazda Scion Porsche Volkswagen HUMMER Source: J.D. Power and Associates 2004 Initial Quality Study SM NOTE: Ranking excludes Isuzu due to small sample and Maserati due to insufficient sample. Scores are based on rounded figures for problems per 100 vehicles.