Question

Contrast deming's 14

BUS211-Baldrige Principles and Introduction to Quality Post Unit 2 Assignment: Deming vs. Baldrige Due Date: Sunday at 11:59 pm of Unit 2 Points: 100 Overview In this assignment, you will contrast Deming's 14 principles to Baidriges 11 core values Instructions: Describe Deming's 14 principles and Baldrige's 11 core values Compare and contrast principles vs values . Determine which speaks to higher quality, Deming or Baldrige, and why Requirements: Length at least 2 pages, not including title or reference pages Must use at least 2 resources The final product will be a paper that is double-spaced, APA formatted pages Be sure to read the criteria by which your work will be evaluated before you write and again after you write. CS. Pusiness 2thics. A stale holder and roaC anentpproch

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Answer 1

Answer –

Deming’s 14 Principles:

Edward W. Deming was a famous American Statistician, Professor and Quality Consultant. He is renowned for his principles and has written various books in the field of Quality Management. Deming’s 14 Points on Quality Management, or the Deming Model of Quality Management, a core concept on implementing total quality management (TQM), is a set of management practices to help companies increase their quality and productivity. Let us look at the Deming’s principles:

1. Build a consistent purpose of development
   1. Should not react with shorter solutions
   2. Long term quality planning
   3. Always find different ways of doing things and improvising on existing practices
2. Take up new philosophy
   1. There should be emphasis on quality throughout the group
   2. Instead of reacting to competition, needs of customers should be prioritized.
   3. Keep yourself ready for a shift from existing business process. You should plan to lead and not just manage.
3. Start the process by being independent of inspection
   1. It is always better to maintain good quality rather than spend heavy money on inspections, as they always find errors but would not help in quality improvement.
   2. Emphasize on having good quality in the complete journey of your product.
   3. The errors should be eliminated and not just identified.
4. Avoid using multiple vendors for one product
   1. There should be less change in quality. Avoid having variety in the start of the product which will help in getting best end product quality.
   2. Your vendors should be motivated to maintain high quality standards, which in return they will provide you better quality results.
   3. Use of statisticians for business analysis will help in getting the complete cost of the product.
5. Consistency in improvement
   1. Have a continuous improvement in your existing processes. Deming suggested Plan+Do+Check+Act to identify better course of operation.
   2. Introduce new methods of learning the process for everyone’s betterment.
   3. Waste reduction should be promoted to improve product effectivity.
6. On the Job Training should be started
   1. Every employee should learn and earn. While working he/she can improvise their skills.
   2. By making it a part for day to day activity in the company, the employees will consider it as plan for their own development.
7. Leadership Implementation
   1. Every manager should know the job of their team completely.
   2. They should not only monitor but also be an active participant in doing their job as a team.
   3. Let them understand the collaboration and team work and they will give in their best to complete any job at hand.
8. Coming out of Fear
   1. Every team member should be allowed to speak out their thoughts by not being afraid
   2. They should understand the end goal of reaching greater heights and do more positive work.
   3. All managers should be comfortable to speak to and team members should approach them easily.
   4. Team members value should be elevated for better results.
9. Remove all barriers between teams
   1. If there are no barriers between different departments, they can work better in collaboration towards one goal for the company.
   2. There should be a team function as sub part of each other department which will help in channelizing other teams needs and wants and communicating across each department.
10. Promote good positive words to communicate
    1. Avoid use of slang words to communicate across functions and teams.
    2. Use of “Good Job” is too common and can be better communicated as “ You have completed this work with great efforts”.
    3. Do not praise in isolation, but let others as well know about your appreciation.
11. Avoid only keeping numbered Targets
    1. Do not only have targets in figures for your team. This will only get you high volume output but there will be impact on quality.
    2. Do checks on the entire activity and not just focus on individuals
12. Workmanship as a Pride should be permitted
    1. Team members should feel good about their specific and unique skills.
    2. Everyone in the team should be at par of treatment and they should not be rated on monetary grounds.
13. Educate your team
    1. Working on improvement techniques of skills for the team.
    2. You team should be future ready by learning new subjects or techniques as per their job profile face future challenges.
    3. Your team should be self-motivated to raise their skillsets standards.
14. Transformation for every team member
    1. Your team should move towards better quality of life and work.
    2. By understanding every action there can be improvement in the course of action and bring in change across the group company.

Baldrige 11 Core Values and Concepts:

The Baldrige framework is based on core values and concepts that characterise beliefs and behaviors found in high-performing organizations:

Visionary leadership

The company’s leaders set vision, mission, values, ethics, focus on customers first and fix expectations for the staff. The focus is also on strategies, procedures, structures and methods to achieve brilliant quality, customer satisfaction, innovation and sustainability. Inspiration and encouragement are of utmost importance to embrace innovation in the organization.

Customer-driven excellence

Customer are the center of achieving success. Hence it is crucial to value customers interest. The product features and services rendered all become extremely important to make sure the customer is satisfied, loyal and is part of the organization for a long term. Understanding the customer needs and their choices is crucial. Organization should focus on customer relationship management to maintain a good customer base.

Organizational and personal learning

To achieve improvements in the processes and significant innovations, organizational learning comes handy and helpful. It harbours creation of new goals, systems, products and services and market expansion. Information sharing through organised methods helps in achieving good performance. Research and development, customer feedback, employees opinions, and benchmarking become significant factors in this process.

Valuing workforce members and partners

The success of an organization is dependent on increasing the team engagement to benefit good work and better direction for the group company. There should be safe environment for the team also they should have a trustworthy and co-operative workplace.

Agility

There is high demand of agility in this global and versatile environment. Companies always find short of time to introduce new products and services. Every group must build new changes on a day to day basis by introducing simplified techniques of working.

Focus on the future

An organization should ensure that it sustains by understanding long and short goals in the competitive market. The team should identify the critical external influences the will affect the group even if the result cannot be predicted. There should be strong understanding of future long-term assurances to the group partners and the customers as well.

Managing for innovation

If there is any way to do better in a company’s product then the team should bring in innovation. This should be expanded to all services and processes of the company. This will help the team to build better propositions for the investors of the organization. Innovation should be used to drive the performance of the company to greater heights.

Management by fact

Every company can be dependent on the scale and statistics of the functioning of their team members. For understanding the performance of the group, every company needs varied amount of numbers and analysis of the processes and results. The performance of the company should be identified by company the cost, partners and products.

Societal responsibility

The company and its leaders should focus on implementing ethical behaviour in the organization, demonstrate responsibilities towards the society. To highlight the importance of ethical behaviour and value based business, the leaders should set good examples and be role models for the workforce and the society in general. The company should also consider focussing on health, security and environmental enhancements.

Focus on results and creating value

The company needs to focus completely on setting standards and achieving key results. The key results should make sure that all stakeholders interest is balanced. This step helps in creating loyalty, growing business and economy and in turn helps in sustainability and society development.

Systems perspective

To achieve performance excellence and effective results, the Baldrige model uses a systems perspective. Synergy, linkages and integration form the basis for a systems approach.

Comparison and Contrast between Principles and Values:

Principles	Values
Definition
Principles are moral rules or beliefs that help you know what is right and wrong, and that influences your actions. Principles are rules or beliefs governing one’s behaviour.	Values describe what is significant in a person’s life. Values are qualities or standards of behaviour.
Interrelation
Principles are based on one’s values.	Values help to form as the foundation for principles.
Qualities vs Rules
Principles are rules and do not focus on quality.	Values do not lay emphasis on rules but consider qualities.
Firmness
Principles can be very stern and unyielding.	Values are not as stern as principles.

Determination of which speaks of higher quality; Deming or Baldrige and why –

The Deming’s 14 Principles are far superior and of higher quality as compared to Baldrige 11 Core Values for the following reasons:

Characteristics	Deming’s 14 Principles	Baldrige 11 Core Values
Definition of Quality	It views quality as defined by the producers	It views quality as defined by the customer
Main Focus & Approach	Statistical quality control, management of quality	Customer satisfaction and quality management
Purpose & Commitment	Promote quality assurance through statistical techniques	Promote competitiveness through total quality management
Types of Organization	Mostly private or public manufacturing	Manufacturing, service and small business
Emphasis & Consideration	More Emphasis on process, less on results, with concern in productivity, delivery, safety, and environment	More Emphasis on result, less on process with less concern
Scoring Weight	equal weight in 10 criteria	different weight for each criterion
Information Management	less concern	heavy concern
Continuous of the award	Japan Quality Control Medal	N/A
Winners	All firms meeting standard	Maximum of two per category
Scope	Firms for any country	U.S. firms only
Applications	1000 pages and one year functioning with consultant	$2500 and 75 pages packet
Grading time	one year	six months
First Award	1951	1987
Sponsor	Union of Japanese Scientists and Engineers	National Institutes Standards and Technology
Grading Criteria	Policy and Objectives: management of quality practices, technique of establishing quality, consistency and review of policies, the result achieved	Leadership: of top ranking managers, policy, management control system along with quality improvement process

Resources:

• Karimi, A., Safari, H., Hashemi, S. H., & Kalantar, P. (2014). A study of the Baldrige Award framework using the applicant scoring data. Total Quality Management & Business Excellence, 25(5/6), 461–477.
• Bowen, D. J. (2018). Baldrige: Building a foundation for success. Healthcare Executive, 33(4), 8–9. In this article, Bowen examines the Baldrige core values and concepts.