Comparing Quality Awards

Comparing Quality Awards

Individual Project

I. INSTRUCTIONS

The purpose of the Individual Project is to document the achievements of the learner in a central repository that will be considered as evidence on the effectiveness of the learning process. It is a ‘monitoring tool’ that e-tutors use to report on individual learners’ progress and it is a way of ensuring that learners:
 Are engaged in their learning process.
 They are experimenting by doing the tasks subscribed to them by the e-tutor.
 Avoid plagiarism because learners have to be engaged on a continuous basis and the informal assessment can therefore be used to ensure consistency with the main formal assessment.
 Provide e-Tutors with the opportunity to get to know the learners evaluate them and mentor them properly.
 There are templates which will reflect whether learners read, whether they understand, whether they assimilate the knowledge, whether they develop enquiry ability, whether they have the potential to conduct critical thinking and whether they can reflect on the knowledge accumulated by relating to real situations.

The onus is mainly on learners to furnish the required information in the templates after each unit based on the Read and Analyze Activity. After filling the information in the template they need to e-mail it back to the e-Tutor.

e-Tutor will then comments on the work done and the involvement that takes place and give overall impressions on the learners at the end of the module.

II. GENERAL INFORMATION

Learner Name:
ID Number:
Course Title:
Article Title:
Date of Submission: ———————————————————
Date of Received Feedback: ————————————————

III. SUMMARY (200 -250 words)

Provide a summary in your own words on the article you requested to read and analyze in the following space. You must provide a clear understanding of the basic principles of Malcolm Baldrige and European quality awards

IV. KEY LEARNING POINTS (200 -250 words)

Identify the key learning points in the read and analyze assigned activity:
Please cover Australian, Canadian and Singaporean excellence frameworks

V. RELEVANT STATEMENTS TO THE ARICLE (200 -250 words)

Based on your reading, identify the relevant statements about article and insert them in order in the following space (paraphrase if necessary)

VI. CRITICAL ANALYSIS (200 -250 words)

This is the most important section in your analysis. To complete it successfully, learner is to consider the following guiding steps:
 Present arguments coherently, supported by evidence and facts to substantiate on why you may take a particular stance and/ or position towards a particular approach whether against or in support of it

VII. PRACTICAL IMPLICATIONS (200 -250 words)

How would you apply the subject matter from the article in a quality measurement process?

VIII. LEARNING REFLECTIONS (200 -250 words)

What have you learnt? Critical thinking is about lessons learnt to be drawn from the analysis.

IX. TUTOR COMMENTS AND FEEDBACK

Mark:____/20

I. SUMMARY
The article provides the comparison between the different quality wards in the different countries. First, the article provides an account of the historical perspectives relating to quality function as observed in Japan. It also provides a relevant understanding of the total quality management concepts in the development of the quality awards. The analysis of the quality awards may have certain similarities and differences that relates to the determination of the global quality standards. The Malcolm Baldridge national quality award is an award in the U.S that sought to determine the competitiveness of the U.S companies. The Malcolm Baldrige awards use the various core principles of quality management. The principles include leadership, planning for future goals, earning, design quality and customer driven focus.
The administrators of the award use selected award criteria that involve seven categories. The categories are market focus, human resource aspects, process management, leadership and business performance. In addition, the award is usually supported by information and relevant analysis focusing on the customers. On the other hand, the European quality awards are a regional award that involves 16 countries in Europe including Austria, Norway, and Spain among others. The EU quality award is said to be similar to MBNQA, but its criteria are different. The criteria of the awards consist of the enablers and results. The enablers include the customer satisfaction, impacts to the society, business results, and the other variables (Robert, Gary, & Jason, 2000). Therefore, the paper provides a comparison of the five quality awards in different countries.
II. KEY LEARNING POINTS
There are key points that can be learned from the various quality awards. First, the Canadian quality awards use the approach of MBNQA. The quality awards are also used in the honoring of the Canadian organizations based on the continuous quality improvement programs. The roadmap of the Canada involves ten steps of continuous improvement process. It reveals the Canadian excellence frameworks in order to enhance continouus improvement.
The Australian quality award is relevant in the encouragement on quality performance among the Australian industries. The awards involve comprehensive and quality principles that improve quality performance. It also follows the seven criteria of awards that match the global quality awards. However, the main aspects of the award emphasizes on customer focus and leadership. In addition, the Australian quality award follows the four assessment procedures in order to understand the organizational quality processes (Chuan, & Soon, 2000).
The Singaporean excellence frameworks are relevant in the setting up of the relevant businesses processes. The Singaporean frameworks are different from the five quality awards. It considers of the self –assessment tools and awards to the businesses. The achievement of the awards is based on four principles that include the business excellence standards, innovation, people and services. Thus, every business is gauged using the four spectrums in order to promote performance of the business (Lee, Zuckweiler, & Trimi, 2006). Most importantly, the Singaporean is different from the other quality frameworks and emphasizes on self-assessment strategies.
III. RELEVANT STATEMENTS IN THE ARTICLE
In reference to the reading, there are various relevant sates statements instrumental in the understanding of the quality aspects. The includes the following
1. The article provides that Japanese efforts in the late 1950s led to the growth of quality programs. The statement is relevant as it shows the history and the development of the quality awards. It helps to determine the development of the quality awards based on the different strategic initiatives.
2. Successful quality awards use the continuous improvement programs in operations designs. The statement is crucial as it implies that quality program can be improved through the continuous improvement process in the organizations.
3. The article also states that the award criteria usually undergo changes based on the national and regions. The statements are relevant as it reflects the diversity of the different countries and their organizations.
4. The award criteria are the major similarity between the five quality awards. The statement is relevant as it provide the similarity of the five quality awards in the different organizations. It also emphasizes on the need for the evaluation of the business results.
Therefore, the statement provided the main points in the comparative analysis of the five quality programs.
IV. CRITICAL ANALYSIS
The article provides the relevant aspects of quality awards in terms of the various criteria programs. The development of quality award was driven to the meeting of the customer demands and responding to the competitor’s actions. The businesses usually exist to meet the need of its customers. Thus, the quality awards involve the setting up of the relevant factors in the performance of the organizations. According to Brown (2013), the meeting of the customer need is fundamental to the existence of any business organization. In addition, the concept of the total quality management was significant in the continued development and diversity of the quality ward.
In order for the quality awards to meet the different goals and environments, there is need to implement the quality strategies along the TQM concepts. A comparison of the different quality awards reveals that all the awards eventually follows a certain international approach. The international approach of the quality awards is used to solve for the quality aspects in the different countries. In spite of the international approach, other countries including Singapore uses different quality approaches. It is also important to obtain the results of the quality reviews. The results help to determine the probable changes in the various variables of the organizations (Lee, Zuckweiler, & Trimi, 2006). Therefore, the critical analysis reveals that the quality awards rely on the different fundamental concepts including total quality management.
V. PRACTICAL IMPLICATIONS
The aspects of quality awards can been applied in the quality management processes of the various businesses. First, the concept of quality management process in the article emphasizes on strategic planning and general strategic focus on the organization processes and directions. The strategic goals and processes are relevant in the determination of the course of actions in the company. Thus, the quality management process can be used in the preparation of the strategic goals and plans of the organizations. The quality measurement process emphasizes on continuous improvement as a key aspect of developing the award criteria.
It helps to ensure that all organISations continually review their operational process in order to meet the current demands of the customers and the markets. Thus, the quality process can be used to identify the continuous improvement efforts implemented by the company. In addition, the article could help to determine the customers’ expectations on the company’s production. The quality management process is instrumental in influencing relevant customer relations using the market knowledge. Thus, the process can is helpful in the determination of the relevant customer requirements and expectations. It can also be applied to other organizational aspects including human resource management, information and analysis, and the management of the processes.
VI. LEARNING REFLECTIONS
From the reading of the article, I have learned various things relating to quality performance and management in different organizations. First, I have learned the need to meet the customers’ expectations and needs. The article argues that the aspect of quality measurements and evaluation relates to the customers’ demands. As a result, I have learned that customer focus and analysis is important in the quality improvement processes. I was able to understand the different award criteria that are designed to enhance quality performance in the different organizations. The quality awards falls within the different national and regional boundaries.
A review of the Malcolm Baldrige National Quality Award, I learned that its significant to promote quality awareness and information on quality performance in the organizations. The process relates to the application of the relevant documentations and administrative tasks in order to promote quality performance. I have also learned the overall comparative analysis of the quality awards. The comparative analysis provides for the key criteria and objectives in quality management (Brown, 2013). Based on the understanding of the article, I can relate the organizational goals to the quality objectives. It helps to ensure that all strategic objectives are aligned to the relevant quality objectives. The article offer helpful understanding on the quality measurement and evaluation aspects.

References
Brown, M. G. (2013). Baldrige award winning quality–: How to interpret the Baldrige criteria for performance excellence. New York: CRC Press.
Chuan, T. K., & Soon, L. C. (2000). A detailed trends analysis of national quality awards world-wide. Total Quality Management, 11(8), 1065-1080.
Lee, S. M., Zuckweiler, K. M., & Trimi, S. (2006). Modernization of the Malcolm Baldrige national quality award. International Journal of Production Research, 44(23), 5089-5106.
Robert, V., Gary, S., & Jason, B. (2000). A Comparative Analysis of National and Regional Quality Awards. Quality Progress, ASQ, Wisconsin.
Talwar, B. (2011). Business excellence models and the path ahead…. The TQM Journal, 23(1), 21-35.

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