QUALITY TOOLS & TECHNIQUES

Submitted by:

Aamna Zia MS-60

Sidrah Javaid Ms-70

Naila Ghani Ms-22

Zahra Badar Munir PGD-01

Submitted to:

Dr. Usman AwanAssistant Professor IQTM

Institute of Quality & Technology

Management

University of the Punjab

Lahore

Pakistan National Quality Award

Table of Contents

Sr. No. Description Page No.

1. The Pakistan Quality Award for Performance Excellence 3

2. Seven categories make up the award criteria in Pakistan 4

3. Leadership 4

4. Strategic Planning 5

5. Customer Focus 5

6. Measurement, Analysis & Knowledge Management 6

7. Workforce Focus 6

8. Process management 7

9. Result 8

10. Commitment to create a quality environment in Pakistan 10

11. Infrastructure development 11

12. Measures to improve product quality & services 14

13. Consumers' rights protection 15

14. Awareness raising and human resource development 16

15. Criteria of quality award 17

16. The criteria characteristics 17

17. Criteria goals 17

18. Criteria purpose 17

19. Bibliography 19

Criteria for Quality Award

Leadership

Strategic Planning

Workforce Focus

Customer Focus

Measurement, analysis, and knowledge

management

Operations Focus

Results

The Pakistan Quality Award for Performance Excellence

In an increasingly global and competitive environment, an organization’s long term survival may

depend on improved quality, productivity and customer service. The pressing need to improve

competitiveness has resulted in a number of transnational and national quality awards. In broad

terms, these awards stress the importance of management process, customer satisfaction, people and

total quality to the attainment of superior competitive position. The awards reviewed represent one of

the principal devices used to encourage adoption of self assessment, total quality concepts, and

external focus. To spread good total quality practice the awards publicly recognize the achievements

of the organizations which have

successfully adopted the concepts

of total quality management. The

winners serve as useful role models

for other organizations intent on

adopting total quality management

practices. (Ghobadian A. a., 1996)4

The Pakistan National Quality

award for Performance Excellence

empower the organization—no

matter the size or industry—to

reach your goals, improve results, and become more competitive by aligning the plans, processes,

decisions, people, actions, and results. The Criteria gives a holistic assessment of where your

organization is and where it needs to be. The Criteria give you the tools you need to examine all parts

of your management system and improve processes and results while keeping the whole organization

in mind.

The Criteria are a set of questions about seven critical aspects of managing and performing as an organization:

1. Leadership

2. Strategic planning

3. Customer focus

4. Measurement, analysis, and knowledge management

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5. Workforce focus

6. Operations focus

7. Results

These questions work together as a unique, integrated performance management framework.

Answering the questions helps an organization to align its resources; identify strengths and

opportunities for improvement; improve communication, productivity, and effectiveness; and achieve

strategic goals. As a result, organization progress toward performance excellence:

Deliver ever-improving value to your customers and stakeholders, which contribute to

organizational sustainability.

Improve your organization’s overall effectiveness and capability.

Organization improves and learns.

Workforce members learn and grow. (Technology, 2013)1

Seven categories make up the award criteria in Pakistan

Leadership

The Leadership category examines how organization’s senior leaders’ personal actions guide and

sustain in organization. Also examined the are your organization’s governance system and its legal,

ethical, and societal responsibilities and supports its key communities. Organizational vision should

set the context for strategic objectives and action plans. A sustainable organization is capable of

addressing current business needs and possesses the agility and strategic management to prepare

successfully for its future business, market, and operating environment. Both external and internal

factors are considered. In this context, the concept of innovation includes both technological and

organizational innovation to help the organization succeed in the future. A sustainable organization

also ensures a safe and secure environment for the workforce and other key stakeholders. An

organization’s contributions to environmental, social, and economic systems beyond those of its

workforce and immediate stakeholders are considered in its societal responsibilities. A focus on

action considers the strategy, the workforce, the work systems, and the assets of organization. It

includes taking intelligent risks and implementing innovations and ongoing improvements in

productivity that may be achieved through eliminating waste or reducing cycle time; it might use

techniques such as Six Sigma and Lean. It also includes the actions to accomplish organization’s

strategic objectives.

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Strategic Planning

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. Strategy

development refers to your organization’s approach to preparing for the future. Strategy

development might utilize various types of forecasts, projections, options, scenarios, knowledge or

other approaches to envisioning the future for purposes of decision making and resource allocation.

Strategy development might involve participation by key suppliers, distributors, partners, and

customers. The term “strategy” should be interpreted broadly. Strategy might be built around or

lead to any or all of the following: new products; redefinition of key customer groups or market

segments; intelligent risks; new core competencies; revenue growth via various approaches,

including acquisitions, grants, and endowments; divestitures; new partnerships and alliances; and

new employee or volunteer relationships. Strategy might be directed toward becoming a preferred

supplier, a local supplier in each of your major customers’ or partners’ markets, a low-cost

producer, a market innovator, or a provider of a high-end or customized product or service. It also

might be directed toward meeting a community or public need. Organization’s strengths,

weaknesses, opportunities, and threats should address all factors that are key to future success of

organization. Strategy and action plan development and deployment are closely linked to other

items in the Criteria. Measures and indicators of projected performance might include changes

resulting from new ventures; organizational acquisitions or mergers; new value creation; market

entry and shifts; new legislative mandates, legal requirements, or industry standards; and significant

anticipated innovations in products and technology.

Customer Focus

The Customer Focus category examines how your organization engages its customers for long-term

marketplace success. This engagement strategy includes how your organization listens to the voice of

its customers, builds customer relationships, and uses customer information to improve and identify

opportunities for innovation. Voice-of-the-customer processes are intended to be proactive and

continuously innovative to capture stated, unstated, and anticipated customer requirements,

expectations, and desires. The goal is to achieve customer engagement. Listening to the voice of the

customer might include gathering and integrating various types of customer data, such as survey data,

focus group findings, and blog comments and other social media data, warranty data, marketing and

sales information, and complaint data that affect customers’ purchasing and engagement decisions. 5

The customer life cycle begins in the product concept or pre-sale period and should include all stages

of organization’s involvement with the customer. This might include relationship building, the active

business relationship, and an exit strategy, as appropriate. Building customer relationships might

include the development of partnerships or alliances with customers

Measurement, analysis, and knowledge management

The Measurement, Analysis, and Knowledge Management category examines how your organization

selects, gathers, analyzes, manages, and improves its data, information, and knowledge assets and

how it manages its information technology. The category also examines how your organization uses

review findings to improve its performance. Performance measurement is used in fact-based decision

making for setting and aligning organizational directions and resource use at the work unit, key

process, departmental, and organizational levels. Comparative data and information are obtained by

benchmarking and by seeking competitive comparisons. “Benchmarking” refers to identifying

processes and results that represent best practices and performance for similar activities, inside or

outside the organization’s industry. Competitive comparisons relate the organization’s performance

to that of competitors and other organizations providing similar products and services. Organizational

performance reviews should be informed by organizational performance measurement and by

performance measures reported throughout your Criteria item responses, and they should be guided

by the strategic objectives and action plans.

Workforce focus

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 an organization engages, manages, and develops workforce to utilize its full potential

in alignment within the organization’s overall mission, strategy, and action plans.

Workforce” refers to the people actively involved in accomplishing the work of your organization. It

includes your organization’s permanent, temporary, and part-time personnel, as well as any contract

employees supervised by your organization. It includes team leaders, supervisors, and managers at all

levels. Workforce capability” refers to your organization’s ability to accomplish its work processes

through the knowledge, skills, abilities, and competencies of its people. Capability may include the

ability to build and sustain relationships with your customers; innovate and transition to new

technologies; develop new products, services, and work processes; and meet changing business,

market, and regulatory demands.

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“Workforce capacity” refers to your organization’s ability to ensure sufficient staffing levels to

accomplish its work processes and successfully deliver your products to your customers, including

the ability to meet seasonal or varying demand levels. Workforce capability and capacity should

consider not only current needs but also future requirements based on your strategic objectives and

action plans. Preparing your workforce for changing capability and capacity needs might include

training, education, frequent communication, considerations of workforce employment and

employability, career counseling, and outplacement and other services Workforce engagement refers

to the extent of workforce commitment, both emotional and intellectual, to accomplishing the work,

mission, and vision of the organization. The characteristics of high-performance work environments,

in which people do their utmost for the benefit of their customers and for the success of the

organization, are key to understanding an engaged workforce. These characteristics are described in

detail in the definition of “high-performance work. Compensation, recognition, and related reward

and incentive practices include promotions and bonuses that might be based on performance, skills

acquired, and other factors. In some government organizations, compensation systems are set by law

or regulation. However, since recognition can include monetary and nonmonetary, formal and

informal, and individual and group mechanisms, reward and recognition systems do permit

flexibility. Identifying improvement opportunities might draw on your workforce-focused results

presented in item and might involve addressing workforce-related problems based on their impact on

the organizational results. Organization may have unique considerations relative to workforce

development, learning, and career progression.

Process Management

The operations focus category examines how an organization designs, manages, and improves its

work systems and work processes to deliver customer value and achieve organizational success and

sustainability, also examined the readiness of company for emergencies. A work system refers to how

the work of organization is accomplished. It involves the workforce, key suppliers and partners,

contractors, collaborators, and other components of the supply chain needed to produce and deliver

products and business and support processes. Company’s work systems coordinate the internal work

processes and the external resources necessary to develop, produce, and deliver products to customers

and to succeed in marketplace. Disasters and emergencies might be weather-related, utility-related,

security-related, or due to a local or national emergency, including potential pandemics. Emergency

considerations related to information technology should be addressed. Key work processes are most

important internal value creation processes and might include product design and delivery, customer 7

support, supply-chain management, business, and support processes. Key work processes are those

that involve the majority of organization’s workforce members and produce customer, stakeholder,

and stockholder value. “Projects” are unique work processes intended to produce an outcome and

then go out of existence. Project management also may be applied to a work system challenge or

opportunity. To improve process performance and reduce variability, organization might implement

approaches such as a Lean Enterprise System, the Six Sigma methodology, ISO quality system

standards, the Plan-Do-Check-Act methodology, or other process improvement tools. These

approaches might be part of performance improvement system.

Results

The results category examines your organization’s performance and improvement in all key areas—

product and process outcomes, customer-focused outcomes, workforce-focused outcomes, leadership

and governance outcomes, and financial and market outcomes. Performance levels are examined

relative to those of competitors and other organizations with similar product offerings. Results

provide key information for analysis and review of organizational performance, demonstrate use of

organizational knowledge; and provide the operational basis for customer-focused outcomes and

financial and market outcomes. Product and process results relate to the key customer requirements

and expectations based on information gathered. The measures or indicators should address factors

that affect customer preference. Results reported should address key operational requirements as

presented in the Organizational Profile. Appropriate measures and indicators of operational process

effectiveness might include audit, just-in-time delivery, and acceptance results for externally

provided products, services, and processes; supplier and partner performance; product, service, and

work system innovation rates and results; simplification of internal jobs and job classifications; work

layout improvements; changes in supervisory ratios; response times for emergency drills or exercises;

and results for work relocation or contingency exercises. Measures or indicators of strategy and

action plan accomplishment should address strategic objectives and goals and company’s action plan

performance measures and projected performance. For some nonprofit organizations, product or

service performance measures might be mandated by your funding sources. (Technology N. I., 2001)5

In Pakistan we have a need for a renewed emphasis on quality for doing business in an ever

expanding, and more demanding, competitive world market. The Pakistan National Quality Award

was envisioned as a standard of excellence that would help all the organizations to achieve world-

class quality. The Pakistan Quality Criteria for Performance Excellence have played a major role in 8

Measurement, Analysis, & Knowledge Management

Strategic Planning2

Workforce Focus

Operations FocusCustomer Focus

Leadership Results

achieving the goals established for the Award. They now are accepted widely, as the standard for

performance excellence. In today’s business, health care, education, non-profit, and government

environments, the criteria help organizations respond to current challenges: openness and

transparency in governance and ethics; the need to create value for the business and its customers,

patients, or students; and the challenges of rapid innovation and capitalizing on knowledge assets.

Whether an organization is small or large, is for-profit or not-for-profit, or has one location or

multiple sites across the globe, the criteria provide a valuable framework that can help plan and

achieve in an uncertain environment. Moreover it helps to assess performance on a wide range of key

business indicators: customer, product and service, financial, human resource, and operational. The

Criteria can help to align resources and approaches, such as ISO9000, Lean Enterprise, Balanced

Scorecard, Six Sigma, and regulatory requirements; improve communication, productivity, and

effectiveness; and achieve strategic goals. The Criteria are built upon a set of interrelated core values

and concepts found in high-performing organizations. These core values and concepts are embodied

in seven linked categories. Together they provide the foundation for an organization to integrate key

business requirements within a results-oriented framework to create a basis for action and feedback.

COMMITMENT TO CREATE A QUALITY ENVIRONMENT IN PAKISTAN

The Government of Pakistan is firmly committed to create a quality environment that will encourage

local consumers to demand high quality products and services at affordable prices and facilitate

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Organizational Profile: Environment, Relationships, & Strategic Situation

procedures to meet such requirements. To cover specific areas the government would undertake the

following measures:

1. Establish a National Quality Council

Setting up a National Quality Council at the apex level would give all stakeholders a sense of

ownership and impart impetus to the quality movement. This council will develop strategies and

promote the overall quality programs and campaigns. The Council will be a blend of public and

private sectors with authority and responsibility.

2. Government to Promote Purchase of Quality Goods & Services

The government will promote the purchase of products and services supplied to all public sector

organizations in accordance with national or international standards. The government agencies will

publicize this policy and specify quality requirements for goods and services like agriculture

products, health, banking etc. Producers and consumers will be encouraged to use standards and

conformity assessment schemes on voluntary basis.

3. Organize a Scheme for National Quality Award on Annual Basis

In order to give boost to the quality improvement practices, a National Quality Award Scheme will be

launched featuring the development of a National Quality Week and culminating in a National

Quality Award. It will result in accelerating the development of a national quality culture which

would ultimately result in changing the attitudes of both producers and consumers. The award will be

given in various categories on annual basis which will recognize the efforts of the producers and

service providers in both public and private sectors.

A National Quality Award Scheme in education will also be established on annual basis for the

secondary schools, colleges and universities both in the public & private sectors. This award will be

given to the outstanding students and teachers who show excellence in their respective fields and

follow the best Quality Improvement Practices.

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4. Promote Best Management Practices

It is an established fact that best management practices in any factory, school, office, or an

organization providing services such as electric supply, telephone, water etc. lead to improvement in

productivity, efficiency and quality. That ultimately helps in enhancement of economy, national life-

style, security and other national activities. The government will support the public and private sector

organizations to develop and implement best management practices according to national and

international standards such as ISO 9000, 14000, etc.

5. Promote Quality Culture

Through a quality awareness campaign, the concept that the consumer has a number of rights related

to the quality of product and services that they buy, should be promoted. This objective could be

achieved by the use of advertisement campaign, newspaper articles and education of the masses

through appropriate means. Industries and other organizations will be encouraged to adopt quality

improvement practices in their day-to-day activities. The concepts and understanding of quality

assurance will be promoted and the prevailing inspection and grading culture will be gradually

eliminated.

INFRASTRUCTURE DEVELOPMENT

1. Strengthening and Up-gradation of Standardization Testing and Quality Infrastructure

Including Technical Regulations

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QUALITY ENVIRONMENT IN PAKISTAN

Establish a National Quality

Council

Government to Promote Purchase of

Quality Goods & Services

Organize a Scheme for National Quality

Award on Annual Basis

Promote Best Management

Practices

Promote Quality Culture

A strong infrastructure is a pre-requisite to export enhancement and market control of product &

services. The standardization, accreditation, certification, testing, calibration and services as well as

formulation and enforcement of technical regulations will be strengthened and upgraded according to

national & international requirements.

2. Review & Vetting of Technical Regulations

To promote quality, the technical regulations play a key role with respect to health, safety and

environmental protection. These regulations should be reviewed, updated and vetted by the relevant

ministries including Ministry of Environment, Ministry of Commerce, Ministry of Industries,

Ministry of Agriculture, Ministry of Health etc., and all provincial governments. Through mandatory

technical regulations, the government shall set requirements, aiming at ensuring health and safety of

the consumer and environmental protection. These regulations shall be revised from time to time as

necessary. The government shall strengthen the mechanisms for notification procedures for technical

regulations. Technical regulations shall promote enforcement of standards and Conformity

Assessment procedures through local government and use of inspection agencies operating in the

private sector. Coordination of technical regulations and use of conformity assessment bodies

including laboratories for the enforcement of mandatory standards will be channelized and both

provincial & local governments will be involved actively in the enforcement of technical regulations.

3. Accreditation of Testing Laboratories

Accreditation of testing laboratories to ISO 17025- the international standards for laboratories

management will enhance their credibility at international level. Product certificates issued by testing

laboratories give confidence to the importers, exporters and other users of such products. Selected

labs would also be supported to participate in the proficiency testing program, which is an important

requirement of ISO 17025.

4. Inspection, Testing and Calibration Services

The government will promote and support the appropriate inspection, testing and calibration services

and strengthen them to assist the industrial, agricultural, medical and other sectors of the economy.

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5. Accreditation of Certification Bodies

A large number of certification bodies are operating in the country for certifying local companies and

manufacturing units according to the requirements of the international standards including ISO 9001 :

2000, ISO 14000, HACCP, SA 8000 etc. There is a need to keep some check on the activities of these

companies and the validity of the certificates issued by them. For this purpose, accreditation of these

companies with Pakistan National Accreditation Council (PNAC) may be encouraged and in future

made mandatory. This will ensure quality of service rendered by these companies, which will further

result in improving the quality of activities of the organizations certified by such bodies.

6. Strengthening of Pakistan Standards & Quality Control Authority (PSQCA)

Efforts would be made to strengthen the PSQCA. It should not only disseminate information on

standards but it should be in a position to provide technical expertise and services for the promotion

of standards and their use in the industry, agriculture & service sectors.

7. Strengthening of Pakistan National Accreditation Council (PNAC)

Accreditation activities will be strengthened to attain international level recognition and credibility of

conformity assessment bodies accredited by PNAC.

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Strengthening

Standardization

Testing and

Quality Infrastruct

ure

Review & Vetting of Technical Regulatio

ns

Accreditation of

Testing Laboratori

es

Inspection, Testing

and Calibration Services

Accreditation of

Certification Bodies

Strengthening of

Pakistan Standards & Quality Control

Authority n of

Certification Bodies

Strengthening of

Pakistan National

Accreditation

Council

Infra Structure Development

MEASURES TO IMPROVE PRODUCT QUALITY & SERVICES

Special emphasis will be laid on the improvement of product quality and services through following

measures:

1. Improvement of Product / Service Quality

Producer cannot rely on government's initiatives alone. He must be encouraged and supported to

build capacity through education and training programmes necessary to improve the skills and

productivity of his employees at par with the international requirements.

2. Adoption of an Efficient Quality Assurance System

The enterprises will be encouraged to adopt international standards of management, such as ISO 9000

and ISO 14000 to work towards continuous improvement of their management system.

3. Sizable Industrial Production

Small-scale industries will be encouraged to specialize in one or two products of similar nature

thereby increasing their production volumes, improving quality and reducing cost of their products.

4. Centre of Information

Pakistan Standards & Quality Control Authority (PSQCA), Pakistan Council for Scientific &

Industrialist Research (PCSIR), Pakistan Industrial Technical Assistance Centre (PITAC),

Department of Agriculture & Livestock Products Marketing and Grading (DALPMG), Pakistan

National Accreditation Council (PNAC) etc. will become centers and sources of information for

export, industry and other enterprises to provide updates on standards, best management practices,

R & D, testing & calibration facilities through networking with Chamber of Commerce and industries

associations

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Improvement of Product /

Service Quality

Adoption of an Efficient

Quality Assurance

System

Centre of Information

Sizable Industrial

Production

CONSUMERS' RIGHTS PROTECTION

1. Legal Framework The government must provide a legal framework in which the consumer associations can operate and

prosper and consumer’s rights are protected. The education and awareness raising programs

described in the previous chapters will help in raising awareness on quality issues among consumers.

However, this needs to be re-enforced by the establishment of effective consumers' associations that

have the ability to pursue cases or claims against fraudulent suppliers & producers. The consumer

associations will have access to the legal process.

2. Product Certification

With the support of legal framework, the consumers' rights should be reinforced by the development

of an effective product certification scheme that issues a recognized quality/safety mark, which can

be applied to products meeting the appropriate criteria. An effective product certification scheme will

require strengthening of MSTQ activities, clearly defining product standards, competent and

accredited testing services that use an accreditation mark, which is recognized internationally.

3. Quality Assurance

The activities pertaining to Quality Assurance in vogue in various ministries and all public and

private sector organizations shall be rationalized in accordance with international requirements. This

will result in provisioning of quality items to the consumers besides improvement in efficiency and

productivity of the government agencies providing services such as electricity, water and gas etc. All

public sector organizations will ensure adoption of Quality Principles in the execution of their

functions.

4. Preventing the Supply of Unsafe Products

The government will ensure availability of quality products to the consumers and prohibit the import

& supply of sub-standard & unsafe products including construction material and equipment used in

factories and at sites through technical regulations and use of standards and conformity assessment

bodies.

5. Control on Sub-standard Imports

A law will be passed for importers that all the industrial raw material especially used in food,

beverages and pharmaceutical sector will be imported from companies certified to national &

international standards.

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Import of scrap will not be allowed.

AWARENESS RAISING AND HUMAN RESOURCE DEVELOPMENT

1. Quality Consciousness

The quality consciousness among the public, consumers, traders and manufacturers will be created

through publicity in the main media i.e. television, radio and press.

2. Develop the Concept of Total Quality Government

Quality movement can only be successful if government starts implementing quality management

practices in its ministries and departments. In this regard, all federal ministries, attached departments

and autonomous bodies, where possible, shall be certified to ISO 9000 Quality Management System.

Special reward schemes will be launched for those who show excellence in performance. Programs

like "Employee of the month "will be introduced in all government departments and agencies.

3. Quality at School / College Level

Quality, as a subject, will be introduced at primary, secondary, higher secondary and college levels

throughout the country. Short courses will also be arranged for the technical personnel, students and

teachers to raise quality awareness.

4. Quality Video

The senior management in any organization is responsible for stressing the importance of quality in

all the departments involving everyone from top to bottom. Video programs motivating organizations

and managers to follow such practices would be prepared and widely distributed. A well made video

program will have a powerful and lasting impact on the minds of the viewers and it can be used over

and over again for the employees of any organization.

5. Self-reliance

Encourage the use of local material, manpower and other resources and improve their quality

continuously.

6. Training for Inculcating Quality

Launch training programme for quality improvement on regular basis for the chief executives,

supervisors and workers of both producers and service providers.

7. Enhancing Skill of manpower

One of our assets is our manpower. Immediate steps will be taken to enhance their skill levels.

Quality should be enhanced by imparting skills to our workers and managers through local and

foreign training in the appropriate fields.

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8. Organizing Seminars for Exchanging Views

Organize periodical meetings/seminars inviting participants from public, private, local &

international organizations to exchange views on various quality improvement practices and take

advantage from each other's experience and ideas.

9. Preparation for WTO Threats & Opportunities

A large number of the small manufacturers, exporters and producers are not aware of the WTO’s

implications. Efforts will be made to educate those regarding threats and opportunities arising out of

WTO regime (Council, 2004)2

CRITERIA OF QUALITY AWARD

The Criteria for Performance Excellence are a framework that any organization can use to improve

overall performance. While the Criteria characteristics, goals, and purposes remain constant, the

Criteria have evolved significantly over time to help organizations address current economic and

marketplace challenges and opportunities.

THE CRITERIA CHARACTERISTICS:

Focus on results in all areas of organizational performance to ensure that all strategies are

balanced.

Are non-prescriptive and adaptable to promote creative and flexible approaches for meeting

requirements, and to foster incremental and breakthrough improvements.

Support a systems perspective to maintain organization-wide goal alignment.

Support goal-based diagnosis on a profile of performance oriented strengths and opportunities

for improvement.

CRITERIA GOALS

The Criteria are designed to help organizations use an integrated approach to organizational

performance management that results in

Delivery of ever-improving value to customers, contributing to marketplace success

Improvement of overall organizational effectiveness and capabilities

Organizational and personal learning

CRITERIA PURPOSE

The criteria are used by thousands of organizations of all kinds for self-assessment and training and

as a tool to develop performance and business processes. For many organizations, using the criteria

results in better employee relations, higher productivity, greater customer satisfaction, increased

market share, and improved profitability. According to a report by the Conference Board, a business 17

membership organization, ―A majority of large U.S. firms have used the criteria of the Malcolm

Baldrige National Quality Award for self-improvement, and the evidence suggests a long-term link

between use of the Baldrige Criteria and improved business performance.

In addition, the Criteria have three important roles in strengthening U.S. competitiveness

To help improve organizational performance practices, capabilities, and results

To facilitate communication and sharing of best practices information among U.S.

organizations of all types

To serve as a working tool for understanding and managing performance and for guiding

organizational planning and opportunities for learning (Council G. S., 2009)3

The most important competitive factor cannot be altered overnight, especially where this factoritself,

by nature, is the most complex creature of the world! Besides, there are some other factors that need

attention and change. For example technological infrastructure, interactions with governmental

organizations and administration, and culture and quality of education of the society. Productivity of

the workforce can only be improved through long-term action. However, that is no excuse for not

starting action today. Human resources development is changed to human resources management

which in turn, is transforming to human resources leadership. With institutionalizing leadership, a

total quality employee will be born. Such an employee does the following actions:

accepting ownership and responsibility to solve problems,

actively seeking opportunities to make improvements,

actively seeking opportunities to enhance their competencies , knowledge and experience,

freely sharing knowledge and experience in teams and groups,

focusing on creation of value for the customers,

being innovative and creative in furthering the organizations objectives,

better representing the organization to customers, local communities and society at large,

deriving satisfaction from their work, and

be enthusiastic and proud to be part of the organization. (Kashfi, 2002)6

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BIBLIOGRAPHY

1National Institute of Standards and Technology (2013) Baldrige Performance Excellence Program from http://www.szaic.gov.cn/xxgk/qt/ztlm/szzl/zxpt/201304/P020130513520115528255.pdf

2Pakistan National Accreditation Council (2004).National Quality Policy and Plan from http://203.124.43.118/%5CPolicies%5CNQPAndP-PNAC.pdf

3Granite State Quality Council (2004) The Malcolm Baldrige Criteria for Performance Excellence from http://www.quality.nist.gov

4Ghobadian, A. and Hong, S.W. (1996), “Characteristics, benefits and shortcomings of four majorQuality awards”, International Journal of Quality & Reliability Management, Vol. 13 No. 2,pp. 10-44.

5National Institute of Standards and Technology (2001) Criteria for Performance Excellence from http://www.nist.gov/baldrige/publications/upload/2011_2012_Business_Nonprofit_Criteria.pdf

6Kashfi, H, A. (2002), “Quality and Productivity in the 21st Century”.Pakistan’s Seventh International Convention on Quality Improvement [On-line] from http://piqc.edu.pk/casestudies/Dr_Hesamiddin_Aref_Kashfi_Quality_and_Productivity_in_the_21st_Century_Productivity_Case_Study_PIQC.pdf

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