Measuring for Excellence
Item
Title
Measuring for Excellence
Abstract/Description
Measurement is a key to continuous improvement at four winners of the Malcolm Baldrige National Quality Award. Federal Express Corp. systematically collects large amounts of data for immediate and potential use. Its customer satisfaction measures include internal and external instruments for quantitative and qualitative data. Benchmarking covers competitors and Baldrige award winners. Measurement at the Ritz-Carlton Hotel Co. is selective, its priority being the cost of quality. Its balanced scorecard gives equal weight to marketing/financial data and to productivity data. Customer satisfaction information comes from surveys, feedback, and focus groups. The company benchmarks Baldrige Awards winners and the best of its own employee performers. For Corning Inc. Telecommunications Products Division, a multilevel GoalSharing Team selects and maintains the measurement tools. The measurement portfolio is balanced, with nonfinancial concepts like cycle time and quality getting priority over financial measures. Texas Instruments Inc. Defense Systems and Electronics Group uses teamwork to establish its metrics. A balanced scorecard method integrates goals with the measuring system. The key measures are: on-time delivery, defect reduction, cycle time, training hours, and revenue growth. There are plans to replace training hours with an indicator of organizational maturity.
Author/creator
Date
In publication
Volume
29
Issue
12
Pages
25-28
Publisher
American Society for Quality Control, Inc
Resource type
Background/Context
Medium
Print
Background/context type
Conceptual
Keywords
IRE Approach/Concept
Open access/free-text available
No
Peer reviewed
No
ISSN
0033-524X
Citation
Struebing, L. (1996). Measuring for Excellence. Quality Progress, 25–28.
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