MBPE quality management system (Malcolm Baldridge Performance Excellence) is introduced and applied as a guideline for companies to be companies that excel or excellence in this era of global competition.
This system was first created by the U.S. Congress in 1987 under Public Law 100-107, as a tribute to Malcolm Baldridge, Commerce Department Secretary, who died in 1987.
Award MBNQA (Malcolm Baldridge National Quality Award) given each year to various organizations and companies that submitted directly by the President of the United States.
MBNQA are currently under the responsibility of the National Institute of Standards and Technology (NIST), U.S. Department of Commerce. Paper on MBNQA can be downloaded for free from http://www.quality.nist.gov
There are 7 criteria are assessed and used as a reference in managing the company's performance, namely:
(1) leadership,
(2) strategic planning,
(3) market and customer focus,
(4) information and analysis,
(5) human resource focus,
(6) process management, and
(7) business results.
The seven criteria are actually MBPE built on 11 core values and concepts. So, in this short writing opportunities, we will briefly review the core values (core values) tsb.
First, Visionary Leadership
This value is related to how senior leaders guide the company in establishing and disseminating corporate values, determine the direction of the company, performance expectations, focus on customers and other stakeholders, creating a climate of innovation, empowerment and learning. Also how companies implement Good Corporate Governance (GCG) and social responsibility, with indicators such as fiscal accountability (internal and external), ethical behavior, level of stakeholder confidence in corporate management, and support for key communities.
Secondly, Customer-Driven Excellence.
Value and customer satisfaction is influenced by many factors ranging from the purchase experience, ownership, and services received. Quality and therefore the company's performance will be judged by the customer. Therefore, we must be responsible for features and characteristics of products and services can contribute to customer value (customer value).
Therefore we focus on how markets and customers, and knowledge of markets and customer needs to be improved. This will show how we understand the market and the customer's voice, how we build relationships to acquire, satisfy and retain customers, handling complaints, and develop new opportunities. This all needs of our continually improve.
Third, Organizational and Personal Learning.
Organizational learning involves continuous improvement of the approaches available and adaptation to change, leading towards new goals and / or new approaches.
Learning is the only way for us to continue to improve competence. This will be very useful to increase the value to customers, reducing errors, defects, and waste and can raises opportunities of new business.
This learning program needs to be attached strongly to the way companies operate. This means:
(1) learning should be a part of daily work,
(2) should be practiced by all people and all work units,
(3) learning is done directly at the source or root cause of the problem,
(4) focuses on the dissemination of learning or sharing knowledge throughout the organization, and
(5) learning can be encouraged to significantly affect the changes to work better.
Learning resources can be creative ideas from employees, research and development, customer input and dissemination practices work best, and benchmarking.
Four, Valuing Employees and Partners.
The success of the company will also greatly depend on increased knowledge, skills, creativity, and motivation of employees and their partners.
Lima, Agility
Success in achieving victory in this hiperkompetitif market does need agility, ie a capacity to be able to change quickly and flexibility. This clearly requires an organizational structure that is simpler and debirokratisasi in the decision making process, in addition to also be in desperate need of competent employees who have acquired skills through the multifunctional cross-functional training and empowered.
Some of the values we must continue to improve, among others, our lack of appreciation of value and with time. This can result in the way we work is less professional, such as: slow, reactive, does not care about efficiency, indifference, do not want to know, and it's up to fate.
Six, Focus on the Future.
This means requires an understanding of the factors of short-term and long-term business and market influence. Clear corporate vision requires a very strong orientation to the future and the desire to give long-term commitment to the key parties concerned (stakeholders).
Seven, Managing for Innovation.
Companies must be managed and directed so that innovation becomes part of the work culture and integrated into daily work.
Innovation can be defined here as significant changes to improve products, services, and processes of the organization and create new value for stakeholders. These innovations will lead the organization into a new dimension to our performance, and related to all significant aspects of the organization as a whole.
Eight, Management by Fact.
Least successful companies need to be measured and analyzed the results, which will provide important data and information about key processes, outputs, and business results. These performance measurements will include customer, product, and service performance; comparison-comparison operations, markets, and competitive performance; and suppliers, employees, and financial costs.
Nine, Public Responsibility and Citizenship.
The leaders of the organization should emphasize their responsibilities to the public and need to practice the behavior as good citizens. Effective planning must be able to prevent the causes of the problem, providing a rapid response in case of problems, and make the information becomes readily available and support and sustain awareness, safety and public trust in companies.
Ten, Focus on Result and Creating Value.
Performance measurement companies need to focus on key results to create and balance value for its stakeholders - customers, employees, suppliers and partners, shareholders, and society.
Eleven, Systems Perspective.
MBPE criteria provide a systems perspective for the management of the company towards performance excellence (performance excellence). Systems perspective means managing the company as a whole, as well as their components, to the excellence and success.
Based on careful review of the 20 companies that have the highest score for this MBPE criteria, obtained the conclusion that there are 6 key factors that contributed to the enormous increase in performance or company performance advantages, among others:
(1) customer focus,
(2) senior management leadership,
(3) involvement and empowerment of employees,
(4) an open corporate culture,
(5) making decisions based on facts, and
(6) partnerships with suppliers.
from;http://www.pustakanilna.com
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