The Malcolm Baldrige National Quality Award

Got the learning on the best way to separate between the different criteria and gauges which are utilized to assess the security in a

Appropriate concepts and tools are chosen and applied appropriately (e.g. free of serious errors, reasonable quality). The following are some relevant performance management concepts and tools that should be applied in the quantitative analyses of the strategic alternatives or the financial assessment:

Business Strategic Objectives: Under the Administration section of the case study, the three new strategies are underlined. List them with an elaboration on each. Add one not listed/related to the three and discuss it. There are also three federal and state mandates listed which can be considered and incorporated as your new strategic objective. Do not incorporate old technology such as the use of cell phones and fax machines. Be innovative and consider the use

This is the most important aspect to help determine the managerial strategy to use, because it help ask two questions to determine

The Malcolm Baldrige Quality Award is a national award given to the company that fits within its unique and complex framework (Malcolm). It provides fellow businesses with benchmarking and developmental tools (Malcolm). Since its establishment in 1987 some of our country's most prestigious companies have applied in hope of receiving this distinguished award (Malcolm). It provides recognition to any and all business in pursuit of a more quality focused business (Malcolm).

The Malcolm Baldrige Award was created by congress in 1987 and signed by President Reagan to recognize U.S organizations in healthcare, education, business, and nonprofit organizations for performance excellence. During this time companies were striving to be the best, trying to top one another in price, business, and quantity. Congress saw this increase and they wanted to set a standard for the companies and award the ones that go above and beyond for their customers not only in quality but also in customer service. The reason for this was many American companies did not know about quality, nor implemented quality into their products. The award was named after Malcolm Baldrige who was the 26th Secretary of Commerce. He was

According to Slack et al. The corporate strategy or business strategy is the guide lines for the whole corporation’s businesses in relation to its markets, customers, and the competitors (2007). In the same context, the same authors discussed the link between the corporate strategy and

Determine the strategic factors of the company 70 12. Generating alternative strategies by using a TOWS matrix 73 13. Evaluate strategic alternatives – pros and cons. 74 14. Recommend strategic for company (short, medium, and long term) 81 1.

Merriam Webster defines quality as a degree of excellence, or a distinguishing attribute. Managers strive for excellence in the workplace to improve customer satisfaction, increase the output in manufacturing while minimizing defects, as well as making the company more profitable. There are several different management systems or methodologies available for businesses to use, but the Balanced Scorecard and the Malcolm Baldrige Performance Excellence Program is the most common and widely used in the United States.

In the early and mid-1980s, many industry and government leaders saw that a renewed emphasis on quality was no longer an option for American companies but a necessity for doing business in an ever expanding, and more demanding, competitive world market. But many American businesses either did not believe quality mattered for them or did not know where to begin. The Baldrige Award was envisioned as a standard of excellence that would help U.S. organizations achieve world-class quality.

VRIN framework is the four criteria of sustainable competitive advantage. To identify a company’s competitive advantage, they must consider if their capabilities are valuable, rare, costly to imitate and nonsubstitutable.

The Malcolm Baldrige National Quality Award was established by the U.S. Congress in 1987 to raise awareness of quality management and recognize U.S. companies that have implemented successful quality management systems (Knowledge Center, 2010). The criteria for the Baldrige criteria for performance of excellence consist of 7 key components. (1) Leadership: How upper management leads organizations, and how the organization leads within the community (2) Strategic planning: How the organization establishes and plans to implement strategic direction (3) Customer and focus market: How the organization builds and maintains strong, lasting relationships with customers (4) Measurement, analysis, and knowledge management: How the organization uses data to support key processes and manage performance (5) Human resources focus: How the organization empowers and involves its workforce (6) Process management: How the organisation designs, manages and improves key processes (7) Business/ organizational performance results: How the organization performs in terms of customer satisfaction, finances, human resources, supplier and partner performance, operations, governance, and social responsibility, and how the organization compares to its competitors (Core Value Partners, 2012).

To summarize their keys strength for differentiate the product and success their business, we can separate their key factors into 4 sorts.

Ishikawa was constantly mindful of the significance of top administration help, the kind of help from the top management is a key component in Japan's all-enveloping quality technique that Dr. Ishikawa named, "broad quality control", Dr. Ishikawa has worked with all top management and the lower management and including the whole administration team to teach quality control to secure they were able to give the best customer service as possible to their customers, and in the late 50's and in the early 60's, he created quality control courses for executives and for top directors, he additionally helped launch the Annual Quality Control Conference for top administration in 1963. As a part of the panel for the Deming Prize, Dr. Ishikawa created the thorough review framework that figures out if organizations meet all requirements for the prize, that review requires the interest of the organization's top executives, as stated by Dr. Ishikawa, that animated obvious support as opposed to the praise that runs with the prize is the greatest profit a champ gets.

They involve the context, purpose, positioning and goals of the business. Jamcracker’s strategy involved them filling a gap in the market or creating a new market (Austin, 2001). They wanted to make IT Services a separate component to the business, one that you could not do without (Austin, 2001). That is how they created the integrated ASPs, something that was never done before. This was very risky but Chandra believed that this would be their competitive advantage. They were offering customers a way to reduce IT costs at a time when IT budgets were being cut, due to the dot com crash (Austin, 2001). These strategies determined revenue drivers and potential growth for Jamcracker which executed with their capabilities. Jamcracker’s management team focused on competitive positioning, distribution and operation which led to their ultimate success (Austin,