met mms_tqm

8/14/2019 MET MMS_TQM

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TQM - Malcolm BaldrigeCriteria

Zohaib Salam MMS 87

Jiten Sawant MMS 92

Rameez Shaikh MMS 96

Rahul Solanki MMS 106


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Malcolm Baldrige Award

Established in 1987 to promote the following Quality awareness Business achievements of US organizations and Publicize their successful performance strategies

Presently MBNQA is considered as the highest honor forperformance excellence

The Baldrige Award is given by the President of United States tothe following businesses Manufacturing & service Education Health care Non-profit


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Malcolm Baldrige Award

Malcolm Baldrige Criteria forms the basis for performanceexcellence and self- assessment

The U.S. Commerce Departments National Institute of

Standards and Technology (NIST) manages the BaldrigeNational Quality Program in close cooperation with the privatesector.


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Core Values & Concepts

Visionary leadership Customer-driven excellence Organizational and personal learning Valuing employees and partners

Agility Focus on the future Managing for innovation Management by fact Social responsibility

Focus on results and creating value Systems perspective


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Seven Key Categories


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Malcolm Baldrige National QualityAward Awards given annually to U.S. firms

Criteria include-1. Leadership Category 120 PTS

2. Strategic Planning 85 PTS3. Customer-Market Focus 85 PTS

4. Measurement Analysis and Knowledge Mgt 90 PTS

5. Human Resources Focus 85 PTS

6. Process Management 85 PTS

7. Business Results 450 PTS

--------Total Points 1000 PTS


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1.0 LEADERSHIP 120

1.1 Senior Leadership 70

1.2 Governance And Social Responsibility 50

2.0 STRATEGIC PLANNING 85

2.1 Strategy Development 40

2.2 StrategyDeployment 45

3.0 CUSTOMER-MARKET FOCUS 85

3.1 Customer And Market Focus 40

3.2 Customer Relationship And Satisfaction 45

Malcom Criteria and ScoresAllotted


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4.0 MEASUREMENT ANALYSIS ANDKNOWLEDGE MGT

90

4.1 Measurement Analysis 45

4.2 Information And Knowledge Mgt 45

5.0 HUMAN RESOURCES FOCUS 85

5.1 Work Systems 35

5.2 Employee Learning And Motivation 25

5.3 Employee Well Being And Satisfaction 25

6.0 PROCESS MANAGEMENT 85

6.1 Value Creation Processes 45

6.2 Support Processes And Operational Planning 40


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7.0 BUSINESS RESULTS 450

7.1 Product And Service Outcomes 100

7.2 Customer Focused Outcomes 70

7.3 Financial And Market Outcomes 70

7.4 Human Resource Outcomes 70

7.5 Organizational Effectiveness Outcomes 70

7.6 Leadership And Social Responsibility 70


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MET-MMS Programme

MMS Program is conducted by MET Institute

of Management under Mumbai University.

Does not need any special admission

procedure as admissions are centralizedunder CET-Maharashtra.

A sound Governing body and Management

system.


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SCORING SYSTEM BASEDSCORING SYSTEM BASED

ONON

DESCRIPTIVEDESCRIPTIVE

METHODOLOGY FOR MET-METHODOLOGY FOR MET-

MMSMMS


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Senior management is involved in quality

improvement efforts but mostly all initiatives

are individual driven.

Communication is normally top downvertically.

Quality policy in place but no assurance in

processes. Continuous improvement practiced in some

parts of the company.

No. Category Max Score Award %

CAT 1 LEADERSHIP 120 48 40


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Managers at all levels are held accountablefor attaining major objectives.

All stakeholders involved in the planningprocess.

Strategic planning process includes shortterm and long term plans.

Strategic planning process is deployedacross the company and approved by seniormanagement.


CAT 2 STRATEGIC PLANNING 85 47 56


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Customer service standards established andreviewed periodically.

Senior management do not try to find out thereal nature of the customer problem.

Future customer expectations not determinedor considered in the strategic planning

process


CAT 3 CUSTOMER FOCUS 85 34 40


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Employees have access to real time data whichis valid and accurate across the org.

High degree of data security and workflow

controls. Information system caters to strategic, tactical

and operational.

Process measures relate to strategic objectives


CAT 4 MEASUREMENT 90 68 75


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Organization has fully implemented and deployed employee growthdevelopment plans.

Organization is aware of the ambitions of the employees and strivesto enable the achievement of the same.

Recruitment is done on a skill competence matrix fitment basis and ismonitored periodically. Employees are process owners and are accountable for process

performance

Employees are cross functional Company is highly sensitive to employee well being and satisfaction.

Exit interview data is used very seriously to plug gaps in existing HRprocesses and attempts made to have employee friendly practices.


CAT 5 HR FOCUS 85 34 40


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Customer satisfaction surveys have shownpositive trends.

Supplier data has shown vast improvement. Positive results recorded in process metrics. Continuous assessment and improvement

plans for core supportive and outsourcedprocesses.


CAT 6 PROCESS MANAGEMENT 85 34 40


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Customer satisfaction surveys show very positiveresults

Critical suppliers meet quality standards and someshow drastic improvement in quality levels.

Key measures of operational results are captured incritical areas and positive results recorded

Competitive comparisons show positive results


CAT 7 BUSINESS RESULTS 450 248 55


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Category wise ScoreNo. Category Max Score Award %

CAT 1 Leadership 120 48 40

CAT 2 Strategic Planning 85 47 55

CAT 3 Customer Focus 85 34 40

CAT 4 Measurement 90 68 75

CAT 5 HR Focus 85 73 86

CAT 6 Process Management 85 70 82

CAT 7 Business Results 450 248 55

Grand Total 1000 588 58.8


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SCORE BAND DESCRIPTION MET-MMS has got a composite score of 588 out of 1000 i.e. 58.8%.

Its score falls under score band of 576-675 under Descriptivemethodology.

Its score implicates

1. Effective systematic well deployed approaches responsive to overallrequirements of all items2. Company demonstrates a fact based systematic evaluation

improvement process and organizational learning that result inimproving effectiveness and efficiency of key processes

3. Results address most key stakeholder, market, and process

requirements and they demonstrate areas of strength againstrelevant comparisons and benchmarks.

4. Improvement trends and good performance reported for many areasof importance to key requirements.


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