N QUALITY SYSTEM AWARDS

Quality systems awards and prizes are compared with the ISO 9000 process in this discussion. Quality systems awards and prizes, for the purposes of this comparison with the ISO 9000 process, are considered to be the Baldrige National Quality Award System and the approaches to quality management based on the concepts of the late-Edwards Deming.

Edwards Deming developed an approach to production quality management in the United States in the 1940s that was shunned by most American automobile manufacturers until it was almost too late. Japanese manufacturers, however, sought Deming's advice, and put his principles into practice.

Edwards Deming emphasized quality in production management, along with a different approach to the management of human resources. Deming insisted that true quality control in production management began with a real commitment from top management. The reason that many quality improvement programs fail is that CEOs (chief executive officers) all too often fail to provide "unwavering leadership" in the area of quality improvement (Hammonds & DeGeorge, 1991, p. 34). Conflicting goals and priorities often mean that quality takes a back seat once the big announcement is made of an organization's renewed emphasis on quality.

Among other things, Deming sought a mathematical means of controlling the level of quality by seeking "ever finer manufacturing tolerances" (Halberstram, 1986, p. 312)

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quality management. Essentially, benchmarking is a tool, as it is a means of measuring and comparing performance. Benchmarking is incorporated into the Baldrige National Quality Awards. The ISO 9000 standards for the various industry and product classifications are in themselves a form of benchmarking. The Baldrige criteria applicable to the leadership involvement of senior executives in quality-related activities include (1) reinforcing a customer focus, (2) creating quality values and setting expectations, (3) planning and reviewing progress toward quality and performance objectives, (4) recognizing employee contributions, and (5) communicating quality values outside the company. The ISO 9000 process does not directly address specific activities for senior executives. Clearly, however, an organization cannot be successful in the pursuit of ISO 9000 certification in the absence of active involvement and strong support at the senior executive level. The application of benchmarking in the Baldrige National Quality Awards is a continuous process of measuring products, services, and practices companies recognized as industry leaders. Through this process, organizations seek continuous performance improvement. The application
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Approximate Word count = 3280
Approximate Pages = 13 (250 words per page)

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