DEMING MODEL. This Model was created in 1951. OBJECTIVE: To become a tool for improvement and transformation in the management of Japanese companies.
The main objective is to verify that good results have been obtained through the implementation of quality control throughout the company.
models-of-quality-management-and-awards-for-qualityAPPROACH: The basic approach is customer satisfaction and public welfare, based on Statistical Quality analysis; the timely resolution of problems that affect quality; the Improvement or continuous improvement of quality and Deming's ideas in his 14 points and the 7 deadly diseases of management.
STRUCTURE: The committee evaluates whether the points discussed by the participants are appropriate to the situation of their organization, if all its activities (research and development, design, purchasing, production, inspection, marketing, etc.) are specific to the circumstances in which they live. the company and whether they can achieve the higher goals that the organization sets for itself in the future.
The Deming Prize evaluation does not require participants to follow a model previously defined by their committee, but rather that participants are expected to understand their current situation, set their own goals, and improve and transform the entire organization themselves.
CRITERIA:
- Visionary Leadership; Internal and External Cooperation; Learning; Process Management; Continuous Improvement; Employee Satisfaction and Customer Satisfaction
NATIONAL DEMING QUALITY AWARD
- In 1951, the National Quality Award, called the Deming Award in honor of Edwards Deming, was introduced in Japan. It was created by the JUSE (Japanese Union of Scientists and
Engineers).This award is considered to be number one in quality. The award has been key to Japan's implementation of the total quality culture. The Deming Award is given to Japanese and non-Japanese companies, private or public, or individuals who demonstrate exemplary behavior in quality improvement.
POINTS TO EVALUATE DEMING AWARD:
- Quality Policies and Quality Management Organization of Quality and its dissemination Training and dissemination of Quality control techniques Collection, transmission and use of Quality information Analysis of Quality Standardization Kanri: Daily control, process control and improvement. Quality assurance. Implementation results.
MODEL EFQM - Europe
GENERALITIES:
EFQM (European Foundation for Quality Management) or European Foundation for Quality Management). Created 1988
- It is a non-profit organization whose headquarters are in Brussels It is made up of more than 700 organizations from the private and public level
Made up of 14 European Organizations (BOSCH, BT, BULL, DASSAULT. KLM, SULZER, AND VOLKWAGEN).
1989 The Mission and Vision and Objectives were established
The EFQM Excellence Model was born and the first prize was launched
1991 European Quality for companies.
1992 The European Quality Award is presented
The Model is adapted and the European Prize for the 1995 Public Sector is launched.
2005 The 2005+ Systems for the presentation of reports and evaluation for the EQFM Award of Excellence (EEA) is launched.
PRESENTATION OF THE MODEL OF EXCELLENCE
OBJECTIVE: consists of establishing a set of criteria used to evaluate organizational quality and excellence. It encourages the application of the criteria as if it were a self-assessment tool, to identify strengths and areas that need improvement.
FOCUS: on certain facilitating agents of the organization and on the results
STRUCTURE.
9 CRITERIA
IBEROAMERICAN MODEL - Latin America
1.GENERALITIES OF THE MODEL: (1999) - Ibero-American Summit of Heads of State and Government, coordinated by SEGIB (Ibero-American General Secretariat) and managed by FUNDIBEQ (Ibero-American Foundation for Quality Management). It has two versions: Public Administrations and Public or Private Organizations.
2. PRESENTATION OF THE MODEL OF EXCELLENCE:
OBJECTIVES:
Recognize the Excellence in Management of the awarded organizations.
Stimulate the development of Ibero-American organizations.
Promote Self-evaluation and focus on meeting the needs and expectations of the client and interested parties.
Disseminate the best practices of the Winning Organizations and thereby facilitate the improvement of other organizations.
In order to carry out the evaluation of the applicant organizations through international teams, FUNDIBEQ uses a computer program of its own design accessible by the network, the PREVALEX program, which facilitates the exchange of information and decision-making.
- MISSION: Results are achieved with leadership, management style and appropriate processes. FOCUS: It is based on leadership, customers, processes and results. IBEROAMERICAN MODEL - Latin America STRUCTURE: (9) criteria divided into five key processes called " Facilitating Processes ”, and four“ Results Criteria ”.
The five criteria that make up the facilitating processes are in turn divided into four Sub-criteria each.
1.- LEADERSHIP AND MANAGEMENT STYLE -Direction- (140 points):
Analyzes how the culture and values necessary for long-term success are developed and put into practice, through appropriate behaviors and actions of all leaders.
It studies how the organizational structure, the framework of the processes and its management system, necessary for the effective execution of the policy and strategy, are developed and put into practice.
2.- POLICY AND STRATEGY (100 points)
Analyzes how the organization develops its Mission and Vision and puts them into practice through a clear Strategy oriented towards the different agents and people with whom it interacts, and is supported by appropriate programs.
3.- DEVELOPMENT OF PEOPLE (140 points)
Analyzes how the organization develops, leads, and brings out the full potential of people, individually, as a team or the organization as a whole, in order to contribute to its effective and efficient management.
IBEROAMERICAN MODEL - Latin America
4.- RESOURCES AND ASSOCIATES (100 points)
Analyze how the organization manages its internal resources, for example: financial, information, knowledge, technology, intellectual property, materials and external resources, including partnerships with suppliers, distributors, alliances and regulatory bodies, in order to support its efficient and effective management.
5.- CLIENTS (120 points)
Analyze how the organization designs, develops, produces and serves products and services, and how it manages relationships, in order to fully satisfy the needs and expectations of its current and future customers / users.
SUB-CRITERIA: Four criteria that make up the RESULTS are in turn divided into two Sub-criteria each.
6.- RESULTS OF CLIENTS / USERS (110 points)
What the organization is achieving in relation to its external clients.
7.- RESULTS OF THE DEVELOPMENT OF PEOPLE (90 points)
What the organization is achieving in relation to the development of people.
8.- SOCIETY RESULTS (90 points)
What the organization is achieving in terms of satisfying the needs and expectations of local, national and international society (as appropriate).
9.- GLOBAL RESULTS (110 points)
What the organization is achieving in relation to its projected performance, and in meeting the needs and expectations of those who have a financial or other interest in it.
NATIONAL AWARD FOR EXCELLENCE AND INNOVATION IN MANAGEMENT
OBJECTIVES OF THE AWARD:
Publicly recognize organizations that have high levels of excellence and innovation in their management, and disseminate their practices and results so that they serve as an example to other organizations.
Massively disseminate the model to promote the use of the award criteria as a tool for organizations to identify the main gaps they have to be sustainable and competitive internationally.
Project the winning organizations towards obtaining international recognitions that add value to their internationalization processes.
Serve as a guide for reflection and debate to evaluate the innovative capacity of the organization.
The Quality Corporation is in charge of carrying out the annual selection procedure for the winners.
SOME WINNERS:
VERSION 2009-2010: • Public organization: Ministry of National Education, National Police of Colombia;
Military Industry - Indumil
- Manufacturing or Industrial Organization - Muy Grande Productos Alimenticios Doria SAS Service Organization - Muy Grande Seguros Bolívar SA
VERSION 2011: Public Organization: Department of Social Prosperity, Secretary of Education of Cartagena.
Manufacturing Organization: Baxter Laboratories.
STAGES:
- Dissemination and orientation Registration and application Selection of evaluators and juries Evaluation of executive application reports Field visits Selection of organizations for presentation to the jury Selection of winners Feedback Ceremony of delivery
- The Deming Excellence Model becomes a pioneer in the world when it is implemented and has shown great benefits both to companies and to Japan at the time.The Malcolm Baldrige Model is an ethical model since it has a focus on the leadership of the quality by entrepreneurs. The Ibero-American Model is based, like the EFQM, on principles and the same criteria (leadership, customers, processes and results). This model is more ethical than the Deming, which is more technical. The Colombian Model stands out because it is a more comprehensive model; Not only does it emphasize the "quality" of the product or service, but also the quality of innovation in management. Models of excellence in quality and / or management help organizations to self-evaluate. Models of excellence,They are a priority not only for companies but also for countries in the context of globalization, where more and more competitiveness is required. Unlike the “quality models” in their early stages, the current models have a more holistic, and prioritize people and society.
