tqa cm med sch

Introduction to TQADecember 18, 2007

TQA Chiang Mai Med Sch.

TQA AwarenessAttemptAchieveAWARENESS


TQA ?TQA MBNQA


QA TQA


(Thailand Quality Award : TQA) Malcolm Baldrige National Quality Award (MBNQA) Mr. Malcolm Baldrige 1980 60


.. - Thailand Productivity Institute . 18 ..2537 http://www.ftpi.or.thBenchmarking - Malcolm Baldrige National Quality Award Malcolm Baldrige Education Criteria for Performance Excellence


Benchmarking Benchmarking (Best practices) Best practice ..

Benchmark -Point of referenceBest-in-class performance


Dentotsu 2 (~ ..1950)Benchmarking Xerox Corperation (..1979) benchmarking 30 3 5 2 2 benchmarking 78% 50% 50%


benchmarking .. .. MBNQA, . . . TQA benchmarkingMotorola Domino pizza Federal ExpressFirst Chicago National Bank


Malcolm Baldrige National Quality Award


- - - -


Development of Quality in the last 20 yearsSince 1980s.QC QACWQCTQMISO 9000Business Process Re-engineering(BPR)Balanced Scorecard(BSC)Six-sigmaMBNQANational Quality Awards


Core Values and Concepts, FrameworksOrganization Profile Internal Assessment ADLI Action Plan for Improvement Implementation..sTHAILAND QUALITY AWARDCRITERIA FOR PERFORMANCE EXCELLENCEBEST PRACTICES


Quality Awards 1951 Deming Prize, Japan1984 Canada award, Canada1987 MBNQA, USA1988 Australian Business Excellence Awards, Australia1991 EFQM, European Union1994 SQA, Singapore1995 JQA, Japan1999 Education and healthcare versions of MBNQA, USA2001 TQA, ThailandQuality Business Excellence


1980PerformanceTime1950 1960 1970 1980 1990 QCUSAJAPANMBNQA startEstablishment of Deming Prize?


MBNQA 1988 2004343 manufacturing (25 Award recipients), 164 service (13 Award recipients)326 small business (15 Award recipients),83 education (5 Award recipients), 83 health care (4 Award recipients). 999 62


1980 PerformanceTime1980 1985 1987 1990 1995 2000 QCTQCUSAJAPANMBNQA, Health Care and Education startEstablishment of JQAEstablishment of MBNQA?Establishment of TQAEstablishment of Deming Prize 1951RestructuringBenchmarking


MBNQA1987 (. 2530) Criteria established for National Quality Award1991 (. 2534) Key concepts in the examination criteria identified1992 (. 2535) Core values and concepts is built1997 (. 2540) Change to Criteria for Performance excellence1999 (. 2542) Education and Healthcare Criteria introduced2005 (. 2548) Non-profit award category being introduced


TQA QA TQA Benchmarking QA routine QA


Stop worrying where we areTQATQA


Start paying attentionTo where we are goingTQA


The 4 key Steps to Best PracticesWhere are we ?Who is the best ?How do they do it ?How can we do it better ?Assessment - KPIBest PracticesQ-naireInterviewSite Visit, etc.Improvement to achieve Best Practices


CORE VALUES AND CONCEPTS for Performance ExcellenceBaldrige Education Criteria for Performance ExcellenceFRAMEWORK: A System PerspectiveEVALUATION : PROCESS (A-D-L-I) and RESULTSBEST PRACTICESORGANIZATION PROFILE


1. . . 2. . . .


Action Plan YesSelf Assessment?NoTQAPerformance Excellence


(best practices) (Performance Excellence)


MBNQATo be a standard for organization seeking the highest levels of overall quality performance and competitiveness.To be a framework that can be used by organization to tailor their systems and processes towards ever-improving quality performance.To help evaluate quality standards and expectations, and to facilitate communication and sharing among and within organizations of all types based on common understanding of key quality requirements.


Criteria Basis(Education)Visionary LeadershipLearning-centered educationOrganizational and Personal LearningValuing faculty, staff, and partnersAgilityFocus on the FutureManaging for InnovationManagement by FactSocial ResponsibilityFocus on Results and Creating ValueSystem Perspective1. Leadership2. Strategic Planning3. Student, Stakeholder, and Market Focus4. Measurement, Analysis, and Knowledge Management5. Faculty and Staff Focus6. Process Management7. Organizational Performance ResultsCategories of Frame workCore Values and Concepts


PERFORMANCE EXCELLENCECORE VALUES AND CONCEPTSVisionary Leadership Learning-centered EducationOrganizational and Personal LearningValuing Faculty, Staff and PartnersAgilityFocus on the Future Managing for InnovationManagement by FactSocial ResponsibilityFocus on Results and Creating ValueSystematic Perspective


TQA


Visionary Leadership


Learning-centered education active learning


Organizational and Personal Learning (Best Practices)


Valuing Faculty, Staff, and Partners


Agility


Focus on the Future:


Managing for Innovation


Management by Fact


Social Responsibility


Focus on Results and Creating Value


System Perspective


(Nonprescriptive and adaptable) - - - (System Perspective) - - PDCA (Focus on Results) - ( ) - - -


M 2 - Model Thailand QualityAward(2001)MalcolmBaldrigeNationalQualityAward(1987)


Organizational profile: System operation: 6 System foundation:


7. 4.


10 STEPS in self assessment towardsBEST PRACTICES


10


1.


2. ???


2.


3.


4.


5. ( 3 ) ()()


6. 5


7. (Strength)(Opportunity for Improvement) OFI


8.


9. Action plan


10. PDCA


Leadership Evaluation


Evaluation of Leadership Performance IPerformance on Objectives Align with the Board Policy Relate to specific, targeted results Reflect major, ongoing responsibilities Relate to key institutional programs, addressing hiring goals, diversity and employee development


Evaluation of Leadership Performance IIPerformance on Leadership Success Factor Visionary & Strategic Leadership Attracting and Developing Employees Delegation of Authority Managing Performance and Accountability Flexibility and Motivation to changes Teamwork Respect Economic Orientation Planning and Organizing Problem solving and Decision Making Risk taking and Innovation


Evaluation of Leadership Performance IIIOverall Rating of PerformanceOutstanding performanceExceeded expectationsMet ExpectationsFailed to meet expectationsReview Format Objectives for the yearAchievement or accomplishmentNotes, materials, or observations throughout the yearFeedback from superiors and clientsRating for each success factorConsistently excelsSuccessfully Demonstrates and at times excelsPartially demonstratesDoes not demonstrate


Tasks for Performance ExcellentCONTINUOUS SELF ASSESSMENTPROCESS & ORGANIZATIONAL LEARNING LEADING TO IMPROVEMENTP D C A becomes A D L IAPPROACHDEPLOYMENTLEARNINGINTEGRATION


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