INTERNATIONAL QUALITY AWARDS TQM ASSIGNMENT 1

E. SAMPATH KUMAR 11303

THE DEMING PRIZE:

The Deming prize, established in December 1950 in honor of W. Edwards Deming, was originally designed to reward Japanese companies for major advances in quality improvement. Over the years it has grown, under the guidance of Japanese Union of Scientists and Engineers (JUSE) to where it is now also available to non-Japanese companies, albeit usually operating in Japan, and also to individuals recognized as having made major contributions to the advancement of quality. The awards ceremony is broadcast every year in Japan on national television.

Winners of application prize 2006

Sanden International (Singapore) Pte Ltd (SIS), the first Singapore-based company to win.

2007

Rane (Madras) Ltd.

2008

Tata Steel, the first integrated steel plant in Asia to win Deming award in 2008

The Deming Prize has three principle categories: The price for individuals: Given to those who have made outstanding contributions to the study of TQM or statistical methods used for TQM, or those who have made outstanding contributions in the dissemination of TQM The Deming application Prize: Given to individuals who have made outstanding contributions in the dissemination and promotion of TQM. Examination will be carried out every 3-5 years. The Quality Control Award for Operations Business units: Given to organizations that have implemented TQM suitable for their management philosophy, scope/type/scale of business, and management environment (Annual award)

Total Quality Control (TQC) that had been developed in Japan as discussed above was reimported to the United States in the 1980s and contributed to the revitalization of its industries. While the term TQC had been used in Japan, it was translated as TQM in western nations. To follow an internationally-accepted practice, Japan changed the name from TQC to TQM. There is no easy success at this time of constant change. No organization can expect to build excellent quality and management systems just by solving problems given by others. They need to think on their own, set lofty goals, and drive themselves to challenge for achieving those goals. For these companies that introduce and implement TQM in this manner, the Deming Application Prize aims to be used as a tool for improving and transforming their business management.
Roles of the Deming Prize Committee

To conduct the examination and award the Deming Prize, The Deming Prize Committee utilizes five subcommittees to carry out the Deming Prize examination and discuss related matters. Based on the examination reports from the Deming Prize for Individuals Subcommittee, the Deming Application Prize Subcommittee, and the Nikkei QC Literature Prize Subcommittee, the Deming Prize Committee determines the winners among the candidates who applied or who were recommended for the Prize. The administrative work of the Deming Prize Committee is carried out by the JUSE secretariat. The Secretary General of JUSE serves as the Secretary to the Deming Prize Committee and assumes the overall responsibility for administrative work.

EUROPEAN QUALITY AWARD:

The European Quality Award was first presented in Europe in 1992 to honor the most successful exponent of Total Quality Management (TQM). To receive the Award, an applicant must demonstrate that its approach to TQM has contributed significantly over the past few years to satisfying the expectations of customers, employees and others with an interest in the company. In October 1991, the European Foundation for Quality Management (EFQM) in partnership with the European Commission and the European Organization for Quality announced the creation of the European Quality Award now called as European Excellence Award. It is administrated by an autonomous and non-profit organization in Europe.

The European Quality award was instituted after the Malcolm Baldrige National Award of USA and hence it is claimed that the creators of the model could enhance the criteria and the contents in some of the aspects. The model consists of nine categories Leadership, Policy and strategy, People, Partnership and resources, Processes, Customer results, People results, Society results, Key performance results. European quality award applies in 5 categories: Large Organizations and Business Units Operational Units Public Sector Independent SMEs Subsidiary (business unit) SMEs

EFQM framework is based on a set of Core Fundamental Concepts Results Orientation: Excellence in achieving results that delight all the organizations stakeholders. Customer Focus: Excellence is a creating suitable customer value

Leadership and consistence of purpose: Excellence is a visionary and inspirational leadership, coupled with constancy of purpose. Management by process and facts: excellence is managing the organization through a set of interdependent and interrelated systems, process and facts. People development and involvement: excellence is a maximizing the contribution of employees through their development and involvement. Continuous learning, innovation, and improvement: excellence is challenging the status quo and effecting change by utilization learning to create innovation and improvement opportunities. Partnership development: excellence is developing and maintaining value-adding partnership.

CANADIAN AWARD FOR BUSINESS EXCELLENCE:

Canadas National Quality Institute (NQI) recognizes Canadas foremost achievers of excellence through Canada Awards for Excellence. NQI is a nonprofit organization designed to stimulate and support quality-driven innovation within all Canadian enterprises and institutes, including business, government, education and healthcare.

The major categories and items within each category are: 1. Leadership: Strategic Direction, Leadership Involvement, Continuous Improvement 2. Planning: Plan Development, Plan Implementation and Review, Continuous Improvement 3. Customer Focus: Customer, Market and Product Knowledge, Management of Customer Relationships, Continuous Improvement 4. People Focus: Human Resource Planning, Participatory Environment, Continuous Learning, Employee Satisfaction and Well-Being, Continuous Improvement 5. Process Management: Process Development, Process Control, Process Improvement Continuous Improvement 6. Supplier/Partner Focus: Partnering, Supplier/Partner Management, Continuous Improvement 7. Overall Business Performance: Customer Focus, People Focus, Process Management Partnerships, Responsibility to Society, Owner/Shareholder Focus.

AUSTRALIAN BUSINESS EXCELLENCE AWARD:

The Australian Business Excellence Framework is the premier framework for business excellence in Australia and provides the criteria for the Australian Business Excellence Awards. The framework is administered by SAI Global. Leadership Customer and Market Focus Strategy and Planning People Information and Knowledge Process Management, Improvement and Innovation Success and Sustainability The framework is built around eight business excellence principles. Lead by example, provide clear direction, build organizational alignment and focus on sustainable achievement of goals. Understand what markets and customers value, now and into the future, and use this to drive organizational design, strategy, products and services. Continuously improve the system. Develop and value peoples capability and release their skills, resourcefulness and creativity to change and improve the organization. Develop agility, adaptability and responsiveness based on a culture of continual improvement, innovation and learning. Improve performance through the use of data, information and knowledge to understand variability and to improve strategic and operational decision-making. Behave in an ethically, socially and environmentally responsible manner.

Focus on sustainable results, value and outcomes.

In addition to the Australian Business Excellence Price four levels of awards are given. 1. The Foundation in Business Excellence Level: Provides encouragement recognition for progress towards business excellence. 2. The Bronze Award Level: The award recipients will demonstrate approach and Development that are well defined, planned, subject to review and show evidence of improvement over time. 3. The Silver Award Level: Organization at this level should be able to demonstrate not only performance against the framework at Bronze level, but also a philosophy of management that reflect the principles that underpin it and the other frame works around the globe. 4. The Gold Award Level: Organization at this level should meet sliver recognition plus be able to demonstrate superior performance in a least 5 of the categories in the framework and also have scored at least 50% in the each item. Benefits: Receive detailed, independent feedback Gain international recognition Differentiate your organization Choose Award, Category or SME level entry Join a prestigious group of past winners Celebrate your successes.

QUALITY AWARDS IN CHINA:

In 2001, on the basis of domestic enterprises actively learning Performance Excellence Models from USA, Japan and Europe, and in line with the Law of Products Quality Of P.R.C, CAQ acquired the commission of the State Administration of Quality Supervision,

Inspection and Quarantine to start the review of China Quality Award (CQA), the purpose of which is to meet the situation of market competitiveness of economic globalization, stimulate and direct excellent quality business of domestic enterprises, accelerate the development of domestic enterprises with international competitiveness. The activity formed the foundation of setting up the evaluation criteria for Performance Excellence Model and its instruction. From 2001 to 2009, 72 enterprises, some including Haier, Shanghai Volkswagen, Shanghai Mitsubishi Elevator, Lenovo (Beijing), , Shanghai International Airport, Zhengtai Electric Company and Intel Products (Shanghai), won China Quality Award. CAQ Mission: Under the administration of the Chinese government department for economy and quality, China Association for Quality, a national quality organization, is committed to improving individual capabilities and competitive advantage of organizations and the country at large by disseminating advanced ideas, methods and skills on quality, organizing nationwide quality promotion activities of various kinds, and providing professional services on quality. CAQ Vision: CAQ strives to become the most authoritative and influential organization for quality. CAQ Core Values: Quality, Honesty and Integrity, Human-focus and Change/Innovation Overall Development Objective: CAQ aims to fix its authority on the quality area in China with high operational efficiency and strong competence through establishment of service network covering primary industries and regions. Furthermore, CAQ endeavors to expand its influence among the government, industries, organizations, and quality practitioners by providing ever-improving value to members and other clients. As the highest honor in domestic quality field, CQMA is conductive to the establishment of an effective encouragement mechanism in terms of equality, and serves as a powerful measure for businesses to achieve concept revolution, management innovation and continuous improvement. From 2001 to 2005, 35corporationsincluding Baosteel, Haier, Lenovo, Yibin Wuliangye, Yankuang, Intel (Shanghai), ABB (Xiamen), Hong Kong MTR Co., Ltd., won the award.

ISO 9000:2000:
ISO (International Organization for Standardization) is the worlds largest developer of voluntary International Standards. International Standards give state of the art specifications for products, services and good practice, helping to make industry more efficient and effective. Developed through global consensus, they help to break down barriers to international trade. ISO develops International Standards. We were founded in 1947, and since then have published more than 19000 International Standards covering almost all aspects of technology and business. From food safety to computers, and agriculture to healthcare, ISO International Standards impact all our lives.

The standards were achieved to meet five objectives: 1. Achieve, maintain, and seek to continuously improve product quality in relationship to requirements. 2. Improve the quality of operations to continually meet customers and stakeholders stated and implied needs. 3. Provide confidence to internal management and other employees that quality requirement are being fulfilled and that improvement is taking place. 4. Provide confidence to customer and other stakeholders that quality requirements are being achieved in the delivered products. 5. Provide confidence that quality system requirements are fulfilled.

Benefits ISO International Standards ensure that products and services are safe, reliable and of good quality. For business, they are strategic tools that reduce costs by minimizing waste and errors and increasing productivity. They help companies to access new markets, level the playing field for developing countries and facilitate free and fair global trade.

Cost savings - International Standards help optimize operations and therefore improve the bottom line Enhanced customer satisfaction - International Standards help improve quality, enhance customer satisfaction and increase sales Access to new markets - International Standards help prevent trade barriers and open up global markets Increased market share - International Standards help increase productivity and competitive advantage Environmental benefits - International Standards help reduce negative impacts on the environment