Professional Documents
Culture Documents
TINJAUAN PUSTAKA
1.1 Malcolm Baldrige National Quality Award (MBNQA)
Malcolm Baldrige adalah seorang Menteri Perdagangan di USA tahun
1981-1987. Baldrige sangat mendukung manajemen kualitas sebagai kunci dari
kemakmuran negara dan sebagai kekuatan jangka panjang. Istilah quality control
(pengendalian kualitas) baru ditemukan pada masa itu. Baldrige adalah salah
seorang yang membuat konsep awal quality control. Sebagai bentuk kehormatan,
Kongres menetapkan namanya sebagai nama penghargaan tahunan di bidang
quality improvement (peningkatan kualitas).
The Malcolm Baldrige National Quality Improvement Act, signed
into US law in August 1987, led to the creation of the Malcolm Baldrige
National Quality Award in 1988. The purpose of this competitive award
programme is to improve quality and productivity in the USA by
establishing guidelines and criteria that can be used by organisations to
evaluate their own quality improvement efforts. The Baldrige Award is
given by the US President to businesses (manufacturing as well as
service) and to education and healthcare organisations that apply and are
judged to be outstanding in seven areas: (1) leadership, (2) strategic
planning, (3) customer and market focus, (4) measurement, analysis and
knowledge management, (5) human resource focus, (6) process
management and (7) results (Foster, Tina, 2008).
The Baldrige Award is designed and managed by the National
Institute of Standards and Technology (NIST), a non-regulatory agency of
the Commerce Departments Technology Administration. NIST develops
and promotes measurements, standards and technology to enhance
productivity, facilitate trade and improve the quality of life. NIST was
selected by the US Congress to design and manage the award programme
because of its role in helping American organisations compete, its worldrenowned expertise in quality control and assurance, and its reputation as
an impartial third party. The American Society for Quality assists NIST
with the application review process, preparation of award documents,
publicity and information transfer.4 Awards were made to business
applicants beginning in 1989
Baldrige Award diberikan oleh Presiden USA kepada organisasi bisnis
(manufaktur dan jasa, besar maupun kecil), pendidikan serta kesehatan, yang
mengajukan diri serta dinilai sangat baik (outstanding) pada tujuh kriteria
penilaian, yaitu : leadership; strategic planning; customer and market focus;
measurement, analysis and knowledge management; human resource focus;
(Kepemimpinan)
dianggap
sangat
diperlukan
dalam
pencapaian kualitas dan performansi organisasi, dapat dilihat dari skor yang
diberikan paling tinggi (120 poin) jika dibandingkan dengan kriteria lainnya.
Kepemimpinan merupakan kekuatan pendorong bagi sistem dalam organisasi
yang menciptakan hasil. Dalam MBCfPE masing-masing kriteria saling terkait
dan kepemimpinan berperan sebagai driver.
Penilaian kinerja dengan metode ini berbasis pada perbaikan kinerja yang
berkelanjutan, ditunjukkan dengan jenjang predikat dan skor kinerja pada Tabel
1.1 sebagai berikut:
Jenjang predikat
EarlyDevelopment
Early Result
EarlyImprovement
Good Peformance
EmergingIndustry
Leader
Industry Leader
BenchamarkLeader
World Leader
Skor
Level
0 275
276 375
376 475
476 575
576 675
Poor
676 775
776 875
876 1000
Average
Exellent
Table 1.1 Jenjang predikat dan nilai skor kinerja Malcolm Baldrige
1. Leadership
The Leadership category examines how your organizations senior leaders
personal actions guide and sustain your organization. Also examined are your
organizations governance system and how your organization fullls its legal,
ethical, and societal responsibilities and supports its key communities.
a. Senior Leadership
The Leadership category examines how senior leaders actions guide and
sustain the organization. Describe how senior leaders communicate and
encourage high performance.
Dalam kriteria ini, ada dua poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Vision, Values, and Mission (Vision and Values; Promoting Legal and
Ethical Behavior; Creating a Sustainable Organization)
2) Communication and Organizational Performance (Communication;
Focus on Action)
b. Governance and Societal Responsibilities
Describe your organizations Governance system and Approach to
leadership improvement. Describe How your organization ensures legal
and ethical behavior, fulfills its societal responsibilities, supports its key
communities, and contributes to community health.
Dalam kriteria ini, ada tiga poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Organizational
Governance
(Governance
System;
Performance
Evaluation)
2) Legal and Ethical Behavior (Legal Behavior; Regulatory Behavior;
and Accreditation; Ethical Behavior)
3) Societal Responsibilities and Support of Key Communities (Societal
Well-Being; Community Support)
2. The Strategic Planning category examines how your organization develops
strategic objectives and action plans. Also examined are how your chosen
strategic objectives and action plans are implemented and changed if
circumstances require, and how progress is measured.
a. Strategy development
Describe how your organization establishes its strategy to address its
strategic challenges and leverage its strategic advantages. Summarize your
organizations key strategic objectives and their related goals.
Dalam kriteria ini, ada dua poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Strategy Development Process (Strategic Planning Process; Strategy
Considerations)
2) Strategic Objective (Key Strategic Objective; Strategic Objective
Considerations)
b. Strategy implementation
Describe how your organization converts its strategic objectives into
action plans. summarize your organizations action plans, how they are
deployed, and key action plan performance measures or indicators. project
your organizations future performance relative to key comparisons on
these performance measures or indicators.
Dalam kriteria ini, ada dua poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Action
Plan
Development
and
Deployment
(Action
Plan
1) Patient
and
Stakeholder
Listening
(PatientAndStakeholder
Patient
and
Stakeholder
Satisfaction
and
Patient
and
Stakeholder
Relationship
(Relationship
3) Performance
Improvement
(Best-Practice
Sharing;
Future
Performance)
b. Management of Information, Knowledge, and Information Technology:
describe how your organization builds and manages its knowledge assets.
Describe how your organization ensures the quality and availability of
needed data, information, software, and hardware for your workforce,
suppliers, partners, collaborators, and patients and stakeholders.
Dalam kriteria ini, ada dua poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Data, Information, and Knowledge Management (Properties; Data and
Information Availability; Knowledge Management)
2) Management of Information Resources and Technology (Hardware and
Software Properties; Emergency Availability)
5. The workforce focus category examines your ability to assess workforce
capability and capacity needs and build a workforce environment conducive to
high performance. The category also examines how your organization
engages, manages, and develops your workforce to utilize its full potential in
alignment with your organizations overall mission, strategy, and action plans.
a. Workforce environment: describe how your organization manages
workforce capability and capacity to accomplish the work of the
organization. describe how your organization maintains a safe, secure, and
supportive work climate.
Dalam kriteria ini, ada dua poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Workforce Capability and Capacity (Capability and Capacity; New
Workforce Members; Work Accomplishment; Workforce Change
Management)
2) Workforce Climate (Workplace Environment; Workforce Policies and
Benefits)
b. Workforce Engagement: describe how your organization engages,
compensates, and rewards your workforce to achieve high performance.
describe how you assess workforce engagement and use the results to
Learning
and
Development
Effectiveness;
Career
Progression)
6. The operations focus category examines how your organization designs,
manages, and improves its work systems and work processes to deliver patient
and stakeholder value and achieve organizational success and sustainability.
also examined is your readiness for emergencies.
a. Work system: describe how your organization designs, manages, and
improves its work systems to deliver patient and stakeholder value,
prepare for potential emergencies, and achieve organizational success and
sustainability.
Dalam kriteria ini, ada tiga poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Work system Design (Design Concepts; Work System Requirements)
2) Work System Management (Work
System
Implementation; Cost
Control)
3) Emergency Readiness
b. Work processes: describe how your organization designs, manages, and
improves its key work processes to deliver patient and stakeholder value
and achieve organizational success and sustainability.
Dalam kriteria ini, ada dua poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Work Process Design (Design Concepts; Work Process Requirements)
and
Governance,
and
Societal
Responsibility
Results
Table 1.1 Malcolm Balridge Performance Exellence Criteria and Spesific Items for Healthcare
Table 1.1 Malcolm Balridge Performance Exellence Criteria and Spesific Items for Healthcare
perusahaan
yang
saling
terkait.
Model MBCfPE
gambaran
perusahaan
secara
keseluruhan,
baik
untuk
perusahaan,
sehingga
dapat
diketahui
dimana
kelemahan
dan
kekurangannya.
11. Model MBCfPE menggunakan pendekatan yang terstruktur dan memiliki
standard international.
DAFTAR PUSTAKA
BTF, 2009. Apa itu Malcolm baldrige?, diakses tanggal 28 Oktober 2015. <
http://mysweetblog77.blogspot.co.id/2009/01/apa-itu-malcolm-baldrige.
html >
The Malcolm Baldrige Criteria for Performance Excellenc, 2010, diakses tanggal
09
Oktober
2015,
<
http://www.asq104.org/app/download/557659904/The+Malcolm+Baldrige
+Criteria+for+Performance+Excellence+200910.pdf >
Health Care Criteria for Performance Excellence 2011-2012, diakses tanggal 09
Oktober
2015,
http://www.szscjg.gov.cn/xxgk/qt/ztlm/szzl/zxpt/201409/P0201409295730
74875880.pdf
Foster, C, Tina, kk, 2008 Using A Malcolm Balridge Framework To Understand
High-Performing Clinical Microsystem, diakses tanggal 09 Oktober 2015,
<http://plus.rjl.se/info_files/infosida35432/foster_johnson_nelson_batalde
n.pdf>