Performance Measurement in Organizations Course/Number Date Baldrige Criteria Baldrige is a national quality program based on Total Quality Management (TQM). Through the measurement tool, quality management policies can be implemented broadly within the organization…
The criteria can enable an organization to effectively align assets with quality strategies such as ISO 9001 and Six Sigma, and improve performance throughout the organization in a general way. Baldrige also helps to recognize and monitor vital organizational outcomes such as customer responses, product and service delivery, financial assets, human resource, and the general effectiveness of an organization in the market. Every organization will need an-encompassing strategy, especially if the executives are looking for a measure that can be used to connect the product brand with the organizational culture and internal practices (Poister, 2003). Key internal functions, which should be linked with the commodities, include strategic planning and the satisfaction of various stakeholders, e.g. customers, and employees as well as suppliers. In a nutshell, Baldrige measures and advances leadership, strategic planning, information analysis, consumer and market focus, evaluation of human resources, process management, and business results (Ferguson, 2008). Six Sigma According to Poister (2003), Six Sigma entails statistically-centered processes, which improves organizational performance for continuing process development. By implementing Six Sigma, an organization can reduce defects substantially. This is usually done by spotting and removing the triggers of variation in organizational processes. In identifying defects, the criteria focus on creating precise descriptions of customer needs and expectations and are therefore consumer-oriented. The main pillars of Six Sigma include continuous analysis of the consumer’s needs; vigorous employment of facts in the identification and measurement of variation in all business processes such as production; and recognition of the actual origin of defects or variation for their elimination. Ferguson (2008) avers that through Six Sigma, an organization would seek to put in place a pro-active executive team focusing on the prevention of problem; enhance the setting up of unrelenting improvement measures and constant aiming for perfection through effective collaboration between different units within the organization (Poister, 2003). Six Sigma is premised upon multiple and successful approaches to quality improvement measures and encompasses unique strategies of its own. When compared to other quality control and improvement criteria such as Baldrige, Six Sigma is seen as a better methodology for recognizing the causes of particular quality defects and eliminating those problems. Notably, Six Sigma can be employed as an adjunct measure to other options in order to improve quality improvement systems. ISO 9001 Poister (2003) indicates that ISO 9001 is a methodology for managing quality standards within an organization. A Quality Management System, which ISO 9001 is known to measure, is a system of elaborately defined business structures, functions, duties, and assets used to support and develop on given quality thresholds. The criteria can be employed in the measurement of the general quality of an organization’s management programs and practices. An ISO 9001 certification ought to assure customers of an organization that the quality thresholds have been met by implementing standard policies with the aim of producing competitive products and services. Through ISO 9001, documenting the details of an organization’s processes can be achieved. This documentation is very important when it comes to ...
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