TQM Model of Elements-Deployment Table Developed from Quality ...

for business result/performance evaluation to identify weakness and strength and needs
of corrective action that MBNQA are categorized for evaluation requirement “Category
7 Business Results” as Customer-Focused, Product amd Service, Financial and Market,
Human Resource, Organizational Effectiveness, Governance and Social Responsibility.
These guidelines are taken directly from the Criteria booklet: “Business Results”,
(2004 Baldrige national Quality Program, Criteria for Perfomance Excellence,pp.26-29),
and “Guidelines for Responding to Results Items (ditto pp.61-62)”.
① Focus on the most critical business results.
② Note the meaning of the four key requirements from the Scoring Guidelines for
effective reporting of results data:
� Performance levels that are reported on a meaningful measurement scale
� Trends to show directions of results and rates of change
� Comparisons to show how results compare with those of other,
appropriately selected organizations
� Breadth and importance of results to show that all important results are
included and segmented,
③ Include trend data covering actual periods for tracking trends.
④ Use compact format - graphs and tables.
⑤ Integrate results into the body of the text.
⑥ Refer to the Scoring Guidelines.
(4) Check Out This Baldrige Winner
Ms. Susn E. Daniels, Associate editor of Quality Progress, [24] issued for suvey
reports about the activities situation and the result of Clark American (2001 Baldrige
Award Recipient – Manufacturing) in 2001 and used to check the MBNQA Criteria.
The Clark American Co. (material production for the financial institution) fell into a
crisis extremely in 1993-1994. Not bad for a company that woundered in 1993 whether
it could continue to exist. In the words of W. Edwards Deming, Clark American use
quality tools and the Baldrige excellence model to find its way “out of the crisis” tp
produce truly impressive bottom-line results.
Revenues per employee became more than $144,000 in 2000 from $81,000 in 1995,
profit growth became 17.3% in 2000 from 3.3% in 1995. Even with the economic
downturn in 2001, Clarke was able to increase its profits 4.6%. And, the Texas Award
for Performance Excellence was won in 2001, and it became the only winner at the
MBNQA – Manufacturing in 2002.
When the main reform is indicated,
① Developing a First in Service (FIS) business strategy as the core of Clarke’s
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