Presentasi: Malcom Baldrige National Quality Award & 3 Jurnal Pendukung. Kuliah: Manajemen Kualitas & Standar Mutu oleh Prof. Ir. Syamsir Abduh, MM., PhD

1. MALCOM BALDRIGE
NATIONAL QUALITY
AWARD:
Finding The Biggest Contribution
and Reaching Excellence in
Healthcare Industry
Agus Ahyar, Ridwan Mahmudi, Wasi Widayadi
Prof Ir. Syamsir Abduh, MM, PhD
Manajemen Kualitas & Standar Mutu
S3 Manajemen Strategis - Trisakti International Business School
Nilai 100

2. MNBQA : a Quest to excellence
Malcom Baldridge National Quality Award
1987
Up to..
2000
Now…
Stimulant
Promoting TQM
Culture
L E G A C Y
The Baldrige Program is the only public-private partnership and Presidential award and education program dedicated to improving U.S. organizations

3. 0
200
400
600
800
1000
1200
1400
1600
1800
1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014
MBNQA APLICANTS
0
20
40
60
80
100
120
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
Annual Cumulative
The Baldrige Award was established by Congress in 1987 and is not given for specific products or services. Since
the first group was recognized in 1988, 105 awards have been presented to 99 organizations (including six repeat
winners).

4. Is Baldrige the same as ISO?
• The purpose, content, and focus of the Baldrige Criteria for Performance Excellence and ISO 9001
and 9004:2009 registration and guidance are very different.
• The Baldrige Criteria provide an integrated, results-oriented framework for designing, implementing, and
assessing all operations of an organization. In addition, the Baldrige Criteria include a strong customer,
workforce, and future focus.
• ISO 9001 is a standard used in implementing a compliance and improvement system and assessing
conformity in organization-selected operations.
MBNQA VS ISO ???

5. In "Better Than ISO? How Baldrige Benefits Manufacturers,"
Dr. Luis Calingo, current president of Woodbury University, said :
“ Manufacturers are continually bombarded with tools and certification systems. . . . The Baldrige framework, on the other hand,
focuses on the entire organization as a system of purpose, processes, and outcomes. My suggestion to manufacturers is to pursue those
certifications under the umbrella of performance excellence [using the Baldrige framework] so as to avoid the dangers of sub-
optimization. . . . Baldrige is about the pursuit of excellence, and isn’t that the goal of every CEO? If CEOs really understand Baldrige,
they will see it as a natural part of what they would love to do anyway. “
In "Baldrige and ISO QMS: A Complementary Relationship,"
Ron Schulingkamp, professor in the College of Business of Loyola University in New Orleans, said
“ If you fully implement the ISO 9001 QMS, you may be getting at less than half of what Baldrige asks about. . . . The Baldrige
framework provides a holistic, systems-based business model that builds alignment across the organization by making connections
between and reinforcing organizational systems, processes, strategy, and results. . . . The Baldrige framework is like the blueprint of a
building, with ISO used for specific systems within the building such as electrical and air conditioning systems “
MBNQA VS ISO ???

6. INDUSTRI
 Bisnis manufaktur
 Bisnis jasa
 Bisnis kecil
 Organisasi pendidikan
 Organisasi kesehatan
 Organisasi nir-laba

7. FOKUS
 Nilai & Konsep (Values & Concept)
 Proses (Process)
 Hasil (Result)
 Keterkaitan (Linkage)
 Perbaikan (Improvement)

8. NILAI & KONSEP
1. Systems perspective 7.Managing for innovation
2. Visionary leadership 8. Management by fact
3. Customer-focused excellence 9. Societal responsibility
4. Valuing people 10. Ethics and transparency
5. Organizational learning and agility 11. Delivering value and results
6. Focus on success

9. PROSES & HASIL
Fokus Kriteria Dimensi Penilaian
Proses Leadership ADLI :
• Approach,
• Deployment,
• Learning,
• Integration
Strategic Planning
Customer & Market Focus
Measurement
Workforce Focus
Process Management
Hasil Product & process
Customer-focused
Workforce-focused,
Leadership & governance
Financial & market
LTCI :
• Level
• Trend
• Comparison
• Integration

10. KETERKAITAN & PERBAIKAN
Keterkaitan:
 Connection between Process & Result
 Data in the strategic planning, process and improving operations
 Connection between workforce planning & strategic planning
 Customer & market knowledge
 Connection between action plan and changes needed
Perbaikan:
 Continuation of improvement

11. Baldrige
Model

12. BOBOT PENILAIAN
Tujuh kriteria MBNQA:

13. PENILAIAN

14. PENILAIAN

15. MBNQA SEBAGAI ALAT PERBAIKAN
Metode:
1.Survey berdasarkan kriteria Baldrige
2.Armchair assessment
3.Mock Baldrige application
4.Mengajukan aplikasi formal Baldrige
5.Audit berdasarkan kriteria the Baldrige

16. REFERENSI
1. Brown, Mark G. How to Interpret Baldrige Criteria for
Performance Excellence. 2014: CRC Press, Boca Raton.
2. -. Baldrige Excellent Framework 2015-2016. 2015: National
Institute of Standards & Technology, Gaithersburg.
3. http://www.nist.gov/baldrige
TERIMA KASIH ATAS PERHATIAN ANDA

17. JUSTIFIKASI EMPIRIS
MBNQA VS KINERJA ORGANISASI
ARTICLE #1

18. JUSTIFIKASI EMPIRIS
MBNQA VS KINERJA ORGANISASI
OBJECTIVE :
Compare
34 MBNQA recipients VS 153 Competitors to
determine relationship between use of HCPE
and healthcare organizational excellence.
Categories of performance excellence :
1. Process of care (23 measures)
2. Patient experiences (10 measures)
3. Outcomes of care (6 measures)

19. JUSTIFIKASI EMPIRIS
MBNQA VS KINERJA ORGANISASI
Both are using standard of Centers of Medicare and Medicaid System
(CMS)

23. MOST IMPORTANT FINDINGS
• Baldridge recipients provided care equal to or better
than competitors, at the same time providing a better
patient experience
• HCPE are a valid framework to align organizational
design, strategy, systems and human capital to
create long-term effectiveness in an institutionalized
high-performance culture

24.  Pengukuran kriteria Malcolm Baldrige National Quality Award (MBNQA) terhadap 51 rumah
sakit di Tepi Barat Palestina.
 MBNQA mengukur 7 kriteria: Leadership, HR Management, Customer Focus, Strategic
Planning, Information & Analysis, Process Management dan Performance Result.
 Pertanyaan Penelitian adalah :
 Sejauh mana faktor TQM diterapkan di rumah sakit Palestina?
 Apakah ada perbedaan antara berbagai jenis rumah sakit dalam hal penerapan TQM?
 Metode:
 Ada 51 rumah sakit di Tepi Barat yakni: 12 RS Pemerintah, 20 RS NGO, 1 RS PBB, 18 RS
Swasta. Dari 51 RS, ada 49 RS yang bersedia diambil data adalah 49 RS.
 Instrument: kuesioner, wawancara dan FGD
 Responden: 550 orang, ada 501 responden yang mengembalikan kuisioner.

25. REVIEW JURNAL
Assessing Quality of Management Practices in Palestinian Hospitals
Anton Robert Sabella, Rami Kashou and Omar Omran
Hasilnya, Penelitian ini menjawab 2 pertanyaan penelitian
 Skore MBNQA rumah sakit di Tepi Barat Palestina, tercermin dalam data dibawah
 RS Pemerintah menunjukkan Poin lebih rendah dibandingkan RS NGO, RS PBB maupun RS
Swasta

26. IMPLIKASI TEORITIS
Studi ini menyoroti pentingnya menerapkan praktek TQM dalam institusi
perawatan kesehatan, terutama rumah sakit yang beroperasi di Tepi Barat -
Palestina. Riset ini memperkuat perspektif teori yang mendukung
penerapan praktek TQM di rumah sakit. Khususnya, beberapa ahli teori
mendalilkan bahwa menerapkan praktek TQM akan mengakibatkan
peningkatan kinerja rumah sakit dan anggota stafnya, oleh karena itu
memperoleh Tujuan utama dari rumah sakit, memuaskan pasien.

27. Implikasi Manajerial
 Pertama, strategi rumah sakit harus fokus pada pengembangan kompetensi dan keterampilan
staf, yang bertujuan untuk meningkatkan kinerja mereka berorientasi pendekatan pada kualitas.
Selain itu, rumah sakit perlu mengembangkan sistem penilaian yang komprehensif, dengan
pedoman yang jelas untuk secara konsisten dan akurat mengevaluasi kinerja staf.
 Kedua, informasi dan analisis dalam setiap jenis organisasi dianggap sebagai bagian yang tidak
terpisahkan dari proses pengambilan keputusan. Mengingat bahwa rumah sakit bercita-cita
untuk meningkatkan kualitas keputusan mereka dan pada akhirnya tingkat kualitas layanan yang
ditawarkan, mereka perlu merancang dan mengawasi saluran komunikasi yang menjamin aliran
informasi yang baik.
 Ketiga, hampir semua rumah sakit yang beroperasi di Tepi Barat harus mengembangkan strategi
berbasis hasil yang bertujuan untuk meningkatkan baik manajemen operasional dan keuangan
untuk meningkatkan kinerja mereka secara keseluruhan.

28. Kelebihan Artikel ini
 Artikel ini membuktikan MBNQA serta alat-alat penilaian kualitas lainnya, dapat digunakan untuk mengukur
dan mengidentifikasi faktor kelebihan dan kelemahan untuk meningkatkan kinerja rumah sakit
 Makalah ini menyajikan perspektif yang segar pada isu-isu manajemen mutu di rumah sakit Palestina untuk
praktisi, administrator dan akademisii
Kelemahan Artikel ini
 Sample yang diambil belum merepresentasikan Palestina secara utuh. Untuk menggambarkan MBNQA RS
Palestina, perlu dihitung ulang dengan memasukkan Gaza sebagai sample yang diteliti.
Cara memperbaiki Kekurangan
 Untuk memperbaiki dan menyempurnakan artikel ini, perlu dilakukan penelitian lanjutan dengan metode yang
sama di wilayah Gaza Palestina. Hasilnya nanti digabungkan dengan artikel ini, sehingga didapatkan hasil
yang utuh tentang MBNQA RS Palestina
REVIEW JURNAL
Assessing Quality of Management Practices in Palestinian Hospitals
Anton Robert Sabella, Rami Kashou and Omar Omran

30. Research Questions
Focus of the study is to use data mining technique to
a. Determine if there is a difference in the underlying structure of the MBNQA
Criteria of Performance Excellence (CPE) between Qualified to Receive
Award (QRA) and Not Qualified to Receive Award (NRA)
b. Identify the highest contributing factors
Research questions:
Empirically determine which specific factors (MBNQA criteria categories)
provide the greatest contribution to predicting success of quality management
programs

32. Research Methods
Longitudinal & cross sectional data mining using: ANOVA, multiple
regression analysis, discriminant analysis, & decision tree analysis
1,098 independent review process cases & 486 consensus review
process cases from the applicants of MBNQA 1991-2006.
Qualified to receive the award (QRA) > 608
Not qualified to received the award (NRA) < 608

33. Findings & Conclusion
Findings:
ANOVA  Significant for category 4 (Measurement, Analysis & Knowledge
Management)
Decision tree analysis  Significant for category 4 (Measurement, Analysis &
Knowledge Management) & category 1 (Leadership)
Regression analysis  insignificant
Discriminant analysis  insignificant
Conclusions:
ANOVA, Regression analysis, Discriminant analysis  Underperfomed tool.
Decision tree analysis  Best approach.
Main factors for successful quality management programs
 category 1: Leadership
 category 4: Measurement, Analysis & Knowledge Management

34. Further Research
Use MBNQA data after 2007.
Use other proxies: European Foundation for Quality Management
(EFQM) & JRD Quality Value Award System (Tata Business Excellence)