AAAAAAAAAAAA

1. QUALITY TOOLS & TECHNIQUES
Submitted by:
Aamna Zia MS-60
Sidrah Javaid Ms-70
Naila Ghani Ms-22
Zahra Badar Munir PGD-01
Submitted to:
Dr. Usman Awan
Assistant Professor IQTM
Institute of Quality & Technology Management
University of the Punjab
Lahore
PAKISTAN NATIONAL QUALITY AWARD

2. Table of Contents
Sr. No. Description Page No.
1. The Pakistan Quality Award for Performance Excellence 3
2. Seven categories make up the award criteria in Pakistan 4
3. Leadership 4
4. Strategic Planning 5
5. Customer Focus 5
6. Measurement, Analysis & Knowledge Management 6
7. Workforce Focus 6
8. Process management 7
9. Result 8
10. Commitment to create a quality environment in Pakistan 10
11. Infrastructure development 11
12. Measures to improve product quality & services 14
13. Consumers' rights protection 15
14. Awareness raising and human resource development 16
15. Criteria of quality award 17
16. The criteria characteristics 17
17. Criteria goals 17
18. Criteria purpose 17
19. Bibliography 19

3. 3
Criteria for
Quality
Award
Leadership
Strategic
Planning
Workforc
e Focus
Customer
Focus
Measurement,
analysis, and
knowledge
management
Operations
Focus
Results
The Pakistan Quality Award for Performance Excellence
In an increasingly global and competitive environment, an organization’s long term survival may
depend on improved quality, productivity and customer service. The pressing need to improve
competitiveness has resulted in a number of transnational and national quality awards. In broad
terms, these awards stress the importance of management process, customer satisfaction, people and
total quality to the attainment of superior competitive position. The awards reviewed represent one of
the principal devices used to encourage adoption of self assessment, total quality concepts, and
external focus. To spread good total
quality practice the awards publicly
recognize the achievements of the
organizations which have
successfully adopted the concepts
of total quality management. The
winners serve as useful role models
for other organizations intent on
adopting total quality management
practices. (Ghobadian A. a., 1996)4
The Pakistan National Quality
award for Performance Excellence
empower the organization—no matter the size or industry—to reach your goals, improve results, and
become more competitive by aligning the plans, processes, decisions, people, actions, and results.
The Criteria gives a holistic assessment of where your organization is and where it needs to be. The
Criteria give you the tools you need to examine all parts of your management system and improve
processes and results while keeping the whole organization in mind.
The Criteria are a set of questions about seven critical aspects of managing and performing as an
organization:
1. Leadership
2. Strategic planning
3. Customer focus
4. Measurement, analysis, and knowledge management

4. 4
5. Workforce focus
6. Operations focus
7. Results
These questions work together as a unique, integrated performance management framework.
Answering the questions helps an organization to align its resources; identify strengths and
opportunities for improvement; improve communication, productivity, and effectiveness; and achieve
strategic goals. As a result, organization progress toward performance excellence:
 Deliver ever-improving value to your customers and stakeholders, which contribute to
organizational sustainability.
 Improve your organization’s overall effectiveness and capability.
 Organization improves and learns.
 Workforce members learn and grow. (Technology, 2013)1
Seven categories make up the award criteria in Pakistan
 Leadership
The Leadership category examines how organization’s senior leaders’ personal actions guide and
sustain in organization. Also examined the are your organization’s governance system and its legal,
ethical, and societal responsibilities and supports its key communities. Organizational vision should
set the context for strategic objectives and action plans. A sustainable organization is capable of
addressing current business needs and possesses the agility and strategic management to prepare
successfully for its future business, market, and operating environment. Both external and internal
factors are considered. In this context, the concept of innovation includes both technological and
organizational innovation to help the organization succeed in the future. A sustainable organization
also ensures a safe and secure environment for the workforce and other key stakeholders. An
organization’s contributions to environmental, social, and economic systems beyond those of its
workforce and immediate stakeholders are considered in its societal responsibilities. A focus on
action considers the strategy, the workforce, the work systems, and the assets of organization. It
includes taking intelligent risks and implementing innovations and ongoing improvements in
productivity that may be achieved through eliminating waste or reducing cycle time; it might use
techniques such as Six Sigma and Lean. It also includes the actions to accomplish organization’s
strategic objectives.

5. 5
 Strategic Planning
The Strategic Planning category examines how your organization develops strategic objectives and
action plans. Also examined are how your chosen strategic objectives and action plans are
implemented and changed if circumstances require, and how progress is measured. Strategy
development refers to your organization’s approach to preparing for the future. Strategy
development might utilize various types of forecasts, projections, options, scenarios, knowledge or
other approaches to envisioning the future for purposes of decision making and resource allocation.
Strategy development might involve participation by key suppliers, distributors, partners, and
customers. The term “strategy” should be interpreted broadly. Strategy might be built around or
lead to any or all of the following: new products; redefinition of key customer groups or market
segments; intelligent risks; new core competencies; revenue growth via various approaches,
including acquisitions, grants, and endowments; divestitures; new partnerships and alliances; and
new employee or volunteer relationships. Strategy might be directed toward becoming a preferred
supplier, a local supplier in each of your major customers’ or partners’ markets, a low-cost
producer, a market innovator, or a provider of a high-end or customized product or service. It also
might be directed toward meeting a community or public need. Organization’s strengths,
weaknesses, opportunities, and threats should address all factors that are key to future success of
organization. Strategy and action plan development and deployment are closely linked to other
items in the Criteria. Measures and indicators of projected performance might include changes
resulting from new ventures; organizational acquisitions or mergers; new value creation; market
entry and shifts; new legislative mandates, legal requirements, or industry standards; and significant
anticipated innovations in products and technology.
 Customer Focus
The Customer Focus category examines how your organization engages its customers for long-term
marketplace success. This engagement strategy includes how your organization listens to the voice of
its customers, builds customer relationships, and uses customer information to improve and identify
opportunities for innovation. Voice-of-the-customer processes are intended to be proactive and
continuously innovative to capture stated, unstated, and anticipated customer requirements,
expectations, and desires. The goal is to achieve customer engagement. Listening to the voice of the
customer might include gathering and integrating various types of customer data, such as survey data,
focus group findings, and blog comments and other social media data, warranty data, marketing and

6. 6
sales information, and complaint data that affect customers’ purchasing and engagement decisions.
The customer life cycle begins in the product concept or pre-sale period and should include all stages
of organization’s involvement with the customer. This might include relationship building, the active
business relationship, and an exit strategy, as appropriate. Building customer relationships might
include the development of partnerships or alliances with customers
 Measurement, analysis, and knowledge management
The Measurement, Analysis, and Knowledge Management category examines how your organization
selects, gathers, analyzes, manages, and improves its data, information, and knowledge assets and
how it manages its information technology. The category also examines how your organization uses
review findings to improve its performance. Performance measurement is used in fact-based decision
making for setting and aligning organizational directions and resource use at the work unit, key
process, departmental, and organizational levels. Comparative data and information are obtained by
benchmarking and by seeking competitive comparisons. “Benchmarking” refers to identifying
processes and results that represent best practices and performance for similar activities, inside or
outside the organization’s industry. Competitive comparisons relate the organization’s performance
to that of competitors and other organizations providing similar products and services. Organizational
performance reviews should be informed by organizational performance measurement and by
performance measures reported throughout your Criteria item responses, and they should be guided
by the strategic objectives and action plans.
 Workforce focus
The Workforce Focus category examines your ability to assess workforce capability and capacity
needs and build a workforce environment conducive to high performance. The category also
examines how an organization engages, manages, and develops workforce to utilize its full potential
in alignment within the organization’s overall mission, strategy, and action plans.
Workforce” refers to the people actively involved in accomplishing the work of your organization. It
includes your organization’s permanent, temporary, and part-time personnel, as well as any contract
employees supervised by your organization. It includes team leaders, supervisors, and managers at all
levels. Workforce capability” refers to your organization’s ability to accomplish its work processes
through the knowledge, skills, abilities, and competencies of its people. Capability may include the
ability to build and sustain relationships with your customers; innovate and transition to new

7. 7
technologies; develop new products, services, and work processes; and meet changing business,
market, and regulatory demands.
“Workforce capacity” refers to your organization’s ability to ensure sufficient staffing levels to
accomplish its work processes and successfully deliver your products to your customers, including
the ability to meet seasonal or varying demand levels. Workforce capability and capacity should
consider not only current needs but also future requirements based on your strategic objectives and
action plans. Preparing your workforce for changing capability and capacity needs might include
training, education, frequent communication, considerations of workforce employment and
employability, career counseling, and outplacement and other services Workforce engagement refers
to the extent of workforce commitment, both emotional and intellectual, to accomplishing the work,
mission, and vision of the organization. The characteristics of high-performance work environments,
in which people do their utmost for the benefit of their customers and for the success of the
organization, are key to understanding an engaged workforce. These characteristics are described in
detail in the definition of “high-performance work. Compensation, recognition, and related reward
and incentive practices include promotions and bonuses that might be based on performance, skills
acquired, and other factors. In some government organizations, compensation systems are set by law
or regulation. However, since recognition can include monetary and nonmonetary, formal and
informal, and individual and group mechanisms, reward and recognition systems do permit
flexibility. Identifying improvement opportunities might draw on your workforce-focused results
presented in item and might involve addressing workforce-related problems based on their impact on
the organizational results. Organization may have unique considerations relative to workforce
development, learning, and career progression.
 Process Management
The operations focus category examines how an organization designs, manages, and improves its
work systems and work processes to deliver customer value and achieve organizational success and
sustainability, also examined the readiness of company for emergencies. A work system refers to how
the work of organization is accomplished. It involves the workforce, key suppliers and partners,
contractors, collaborators, and other components of the supply chain needed to produce and deliver
products and business and support processes. Company’s work systems coordinate the internal work
processes and the external resources necessary to develop, produce, and deliver products to customers
and to succeed in marketplace. Disasters and emergencies might be weather-related, utility-related,
security-related, or due to a local or national emergency, including potential pandemics. Emergency

8. 8
considerations related to information technology should be addressed. Key work processes are most
important internal value creation processes and might include product design and delivery, customer
support, supply-chain management, business, and support processes. Key work processes are those
that involve the majority of organization’s workforce members and produce customer, stakeholder,
and stockholder value. “Projects” are unique work processes intended to produce an outcome and
then go out of existence. Project management also may be applied to a work system challenge or
opportunity. To improve process performance and reduce variability, organization might implement
approaches such as a Lean Enterprise System, the Six Sigma methodology, ISO quality system
standards, the Plan-Do-Check-Act methodology, or other process improvement tools. These
approaches might be part of performance improvement system.
 Results
The results category examines your organization’s performance and improvement in all key areas—
product and process outcomes, customer-focused outcomes, workforce-focused outcomes, leadership
and governance outcomes, and financial and market outcomes. Performance levels are examined
relative to those of competitors and other organizations with similar product offerings. Results
provide key information for analysis and review of organizational performance, demonstrate use of
organizational knowledge; and provide the operational basis for customer-focused outcomes and
financial and market outcomes. Product and process results relate to the key customer requirements
and expectations based on information gathered. The measures or indicators should address factors
that affect customer preference. Results reported should address key operational requirements as
presented in the Organizational Profile. Appropriate measures and indicators of operational process
effectiveness might include audit, just-in-time delivery, and acceptance results for externally
provided products, services, and processes; supplier and partner performance; product, service, and
work system innovation rates and results; simplification of internal jobs and job classifications; work
layout improvements; changes in supervisory ratios; response times for emergency drills or exercises;
and results for work relocation or contingency exercises. Measures or indicators of strategy and
action plan accomplishment should address strategic objectives and goals and company’s action plan
performance measures and projected performance. For some nonprofit organizations, product or
service performance measures might be mandated by your funding sources. (Technology N. I., 2001)5
In Pakistan we have a need for a renewed emphasis on quality for doing business in an ever
expanding, and more demanding, competitive world market. The Pakistan National Quality Award

9. 9
was envisioned as a standard of excellence that would help all the organizations to achieve world-
class quality. The Pakistan Quality Criteria for Performance Excellence have played a major role in
achieving the goals established for the Award. They now are accepted widely, as the standard for
performance excellence. In today’s business, health care, education, non-profit, and government
environments, the criteria help organizations respond to current challenges: openness and
transparency in governance and ethics; the need to create value for the business and its customers,
patients, or students; and the challenges of rapid innovation and capitalizing on knowledge assets.
Whether an organization is small or large, is for-profit or not-for-profit, or has one location or
multiple sites across the globe, the criteria provide a valuable framework that can help plan and
achieve in an uncertain environment. Moreover it helps to assess performance on a wide range of key
business indicators: customer, product and service, financial, human resource, and operational. The
Criteria can help to align resources and approaches, such as ISO9000, Lean Enterprise, Balanced
Scorecard, Six Sigma, and regulatory requirements; improve communication, productivity, and
effectiveness; and achieve strategic goals. The Criteria are built upon a set of interrelated core values
and concepts found in high-performing organizations. These core values and concepts are embodied
in seven linked categories. Together they provide the foundation for an organization to integrate key
business requirements within a results-oriented framework to create a basis for action and feedback.
COMMITMENT TO CREATE A QUALITY ENVIRONMENT IN PAKISTAN
Organizational Profile: Environment, Relationships, & Strategic Situation
Measurement, Analysis, & Knowledge Management
Strategic
Planning
2
Workforce
Focus
Operations
Focus
Customer
Focus
Leadership Results

10. 10
The Government of Pakistan is firmly committed to create a quality environment that will encourage
local consumers to demand high quality products and services at affordable prices and facilitate
procedures to meet such requirements. To cover specific areas the government would undertake the
following measures:
1. Establish a National Quality Council
Setting up a National Quality Council at the apex level would give all stakeholders a sense of
ownership and impart impetus to the quality movement. This council will develop strategies and
promote the overall quality programs and campaigns. The Council will be a blend of public and
private sectors with authority and responsibility.
2. Government to Promote Purchase of Quality Goods & Services
The government will promote the purchase of products and services supplied to all public sector
organizations in accordance with national or international standards. The government agencies will
publicize this policy and specify quality requirements for goods and services like agriculture
products, health, banking etc. Producers and consumers will be encouraged to use standards and
conformity assessment schemes on voluntary basis.
3. Organize a Scheme for National Quality Award on Annual Basis
In order to give boost to the quality improvement practices, a National Quality Award Scheme will be
launched featuring the development of a National Quality Week and culminating in a National
Quality Award. It will result in accelerating the development of a national quality culture which
would ultimately result in changing the attitudes of both producers and consumers. The award will be
given in various categories on annual basis which will recognize the efforts of the producers and
service providers in both public and private sectors.
A National Quality Award Scheme in education will also be established on annual basis for the
secondary schools, colleges and universities both in the public & private sectors. This award will be
given to the outstanding students and teachers who show excellence in their respective fields and
follow the best Quality Improvement Practices.

11. 11
4. Promote Best Management Practices
It is an established fact that best management practices in any factory, school, office, or an
organization providing services such as electric supply, telephone, water etc. lead to improvement in
productivity, efficiency and quality. That ultimately helps in enhancement of economy, national life-
style, security and other national activities. The government will support the public and private sector
organizations to develop and implement best management practices according to national and
international standards such as ISO 9000, 14000, etc.
5. Promote Quality Culture
Through a quality awareness campaign, the concept that the consumer has a number of rights related
to the quality of product and services that they buy, should be promoted. This objective could be
achieved by the use of advertisement campaign, newspaper articles and education of the masses
through appropriate means. Industries and other organizations will be encouraged to adopt quality
improvement practices in their day-to-day activities. The concepts and understanding of quality
assurance will be promoted and the prevailing inspection and grading culture will be gradually
eliminated.
INFRASTRUCTURE DEVELOPMENT
1. Strengthening and Up-gradation of Standardization Testing and Quality Infrastructure
Including Technical Regulations
QUALITY ENVIRONMENTIN PAKISTAN
Establish a
National
Quality
Council
Government
to Promote
Purchase of
Quality Goods
& Services
Organize a
Scheme for
National
Quality
Award on
Annual Basis
Promote Best
Management
Practices
Promote
Quality
Culture

12. 12
A strong infrastructure is a pre-requisite to export enhancement and market control of product &
services. The standardization, accreditation, certification, testing, calibration and services as well as
formulation and enforcement of technical regulations will be strengthened and upgraded according to
national & international requirements.
2. Review & Vetting of Technical Regulations
To promote quality, the technical regulations play a key role with respect to health, safety and
environmental protection. These regulations should be reviewed, updated and vetted by the relevant
ministries including Ministry of Environment, Ministry of Commerce, Ministry of Industries,
Ministry of Agriculture, Ministry of Health etc., and all provincial governments. Through mandatory
technical regulations, the government shall set requirements, aiming at ensuring health and safety of
the consumer and environmental protection. These regulations shall be revised from time to time as
necessary. The government shall strengthen the mechanisms for notification procedures for technical
regulations. Technical regulations shall promote enforcement of standards and Conformity
Assessment procedures through local government and use of inspection agencies operating in the
private sector. Coordination of technical regulations and use of conformity assessment bodies
including laboratories for the enforcement of mandatory standards will be channelized and both
provincial & local governments will be involved actively in the enforcement of technical regulations.
3. Accreditation of Testing Laboratories
Accreditation of testing laboratories to ISO 17025- the international standards for laboratories
management will enhance their credibility at international level. Product certificates issued by testing
laboratories give confidence to the importers, exporters and other users of such products. Selected
labs would also be supported to participate in the proficiency testing program, which is an important
requirement of ISO 17025.
4. Inspection, Testing and Calibration Services
The government will promote and support the appropriate inspection, testing and calibration services
and strengthen them to assist the industrial, agricultural, medical and other sectors of the economy.

13. 13
5. Accreditation of Certification Bodies
A large number of certification bodies are operating in the country for certifying local companies and
manufacturing units according to the requirements of the international standards including ISO 9001 :
2000, ISO 14000, HACCP, SA 8000 etc. There is a need to keep some check on the activities of these
companies and the validity of the certificates issued by them. For this purpose, accreditation of these
companies with Pakistan National Accreditation Council (PNAC) may be encouraged and in future
made mandatory. This will ensure quality of service rendered by these companies, which will further
result in improving the quality of activities of the organizations certified by such bodies.
6. Strengthening of Pakistan Standards & Quality Control Authority (PSQCA)
Efforts would be made to strengthen the PSQCA. It should not only disseminate information on
standards but it should be in a position to provide technical expertise and services for the promotion
of standards and their use in the industry, agriculture & service sectors.
7. Strengthening of Pakistan National Accreditation Council (PNAC)
Accreditation activities will be strengthened to attain international level recognition and credibility of
conformity assessment bodies accredited by PNAC.
Strengthening
Standardization
Testing and
Quality
Infrastructure
Review &
Vetting of
Technical
Regulations
Accreditation
of Testing
Laboratories
Inspection,
Testing and
Calibration
Services
Accreditation
of
Certification
Bodies
Strengthening
of Pakistan
Standards &
Quality
Control
Authority n of
Certification
Bodies
Strengthening
of Pakistan
National
Accreditation
Council
Infra Structure Development

14. 14
MEASURES TO IMPROVE PRODUCT QUALITY & SERVICES
Special emphasis will be laid on the improvement of product quality and services through following
measures:
1. Improvement of Product / Service Quality
Producer cannot rely on government's initiatives alone. He must be encouraged and supported to
build capacity through education and training programmes necessary to improve the skills and
productivity of his employees at par with the international requirements.
2. Adoption of an Efficient Quality Assurance System
The enterprises will be encouraged to adopt international standards of management, such as ISO 9000
and ISO 14000 to work towards continuous improvement of their management system.
3. Sizable Industrial Production
Small-scale industries will be encouraged to specialize in one or two products of similar nature
thereby increasing their production volumes, improving quality and reducing cost of their products.
4. Centre of Information
Pakistan Standards & Quality Control Authority (PSQCA), Pakistan Council for Scientific &
Industrialist Research (PCSIR), Pakistan Industrial Technical Assistance Centre (PITAC),
Department of Agriculture & Livestock Products Marketing and Grading (DALPMG), Pakistan
National Accreditation Council (PNAC) etc. will become centers and sources of information for
export, industry and other enterprises to provide updates on standards, best management practices,
R & D, testing & calibration facilities through networking with Chamber of Commerce and industries
associations
Improvement of Product /
Service Quality
Adoptionof an Efficient
Quality Assurance System
Centre of Information Sizable Industrial Production

15. 15
CONSUMERS' RIGHTS PROTECTION
1. Legal Framework
The government must provide a legal framework in which the consumer associations can operate and
prosper and consumer’s rights are protected. The education and awareness raising programs
described in the previous chapters will help in raising awareness on quality issues among consumers.
However, this needs to be re-enforced by the establishment of effective consumers' associations that
have the ability to pursue cases or claims against fraudulent suppliers & producers. The consumer
associations will have access to the legal process.
2. Product Certification
With the support of legal framework, the consumers' rights should be reinforced by the development
of an effective product certification scheme that issues a recognized quality/safety mark, which can
be applied to products meeting the appropriate criteria. An effective product certification scheme will
require strengthening of MSTQ activities, clearly defining product standards, competent and
accredited testing services that use an accreditation mark, which is recognized internationally.
3. Quality Assurance
The activities pertaining to Quality Assurance in vogue in various ministries and all public and
private sector organizations shall be rationalized in accordance with international requirements. This
will result in provisioning of quality items to the consumers besides improvement in efficiency and
productivity of the government agencies providing services such as electricity, water and gas etc. All
public sector organizations will ensure adoption of Quality Principles in the execution of their
functions.
4. Preventing the Supply of Unsafe Products
The government will ensure availability of quality products to the consumers and prohibit the import
& supply of sub-standard & unsafe products including construction material and equipment used in
factories and at sites through technical regulations and use of standards and conformity assessment
bodies.
5. Control on Sub-standard Imports
 A law will be passed for importers that all the industrial raw material especially used in food,
beverages and pharmaceutical sector will be imported from companies certified to national &
international standards.

16. 16
 Import of scrap will not be allowed.
AWARENESS RAISING AND HUMAN RESOURCE DEVELOPMENT
1. Quality Consciousness
The quality consciousness among the public, consumers, traders and manufacturers will be created
through publicity in the main media i.e. television, radio and press.
2. Developthe Concept of Total Quality Government
Quality movement can only be successful if government starts implementing quality management
practices in its ministries and departments. In this regard, all federal ministries, attached departments
and autonomous bodies, where possible, shall be certified to ISO 9000 Quality Management System.
Special reward schemes will be launched for those who show excellence in performance. Programs
like "Employee of the month "will be introduced in all government departments and agencies.
3. Quality at School / College Level
Quality, as a subject, will be introduced at primary, secondary, higher secondary and college levels
throughout the country. Short courses will also be arranged for the technical personnel, students and
teachers to raise quality awareness.
4. Quality Video
The senior management in any organization is responsible for stressing the importance of quality in
all the departments involving everyone from top to bottom. Video programs motivating organizations
and managers to follow such practices would be prepared and widely distributed. A well made video
program will have a powerful and lasting impact on the minds of the viewers and it can be used over
and over again for the employees of any organization.
5. Self-reliance
Encourage the use of local material, manpower and other resources and improve their quality
continuously.
6. Training for Inculcating Quality
Launch training programme for quality improvement on regular basis for the chief executives,
supervisors and workers of both producers and service providers.
7. Enhancing Skill of manpower
One of our assets is our manpower. Immediate steps will be taken to enhance their skill levels.
Quality should be enhanced by imparting skills to our workers and managers through local and
foreign training in the appropriate fields.

17. 17
8. Organizing Seminars for Exchanging Views
Organize periodical meetings/seminars inviting participants from public, private, local &
international organizations to exchange views on various quality improvement practices and take
advantage from each other's experience and ideas.
9. Preparation for WTO Threats & Opportunities
A large number of the small manufacturers, exporters and producers are not aware of the WTO’s
implications. Efforts will be made to educate those regarding threats and opportunities arising out of
WTO regime (Council, 2004)2
CRITERIA OF QUALITY AWARD
The Criteria for Performance Excellence are a framework that any organization can use to improve
overall performance. While the Criteria characteristics, goals, and purposes remain constant, the
Criteria have evolved significantly over time to help organizations address current economic and
marketplace challenges and opportunities.
THE CRITERIA CHARACTERISTICS:
 Focus on results in all areas of organizational performance to ensure that all strategies are
balanced.
 Are non-prescriptive and adaptable to promote creative and flexible approaches for meeting
requirements, and to foster incremental and breakthrough improvements.
 Support a systems perspective to maintain organization-wide goal alignment.
 Support goal-based diagnosis on a profile of performance oriented strengths and opportunities
for improvement.
CRITERIA GOALS
The Criteria are designed to help organizations use an integrated approach to organizational
performance management that results in
 Delivery of ever-improving value to customers, contributing to marketplace success
 Improvement of overall organizational effectiveness and capabilities
 Organizational and personal learning
CRITERIA PURPOSE
The criteria are used by thousands of organizations of all kinds for self-assessment and training and
as a tool to develop performance and business processes. For many organizations, using the criteria
results in better employee relations, higher productivity, greater customer satisfaction, increased

18. 18
market share, and improved profitability. According to a report by the Conference Board, a business
membership organization, ―A majority of large U.S. firms have used the criteria of the Malcolm
Baldrige National Quality Award for self-improvement, and the evidence suggests a long-term link
between use of the Baldrige Criteria and improved business performance.
In addition, the Criteria have three important roles in strengthening U.S. competitiveness
 To help improve organizational performance practices, capabilities, and results
 To facilitate communication and sharing of best practices information among U.S.
organizations of all types
 To serve as a working tool for understanding and managing performance and for guiding
organizational planning and opportunities for learning (Council G. S., 2009)3
The most important competitive factor cannot be altered overnight, especially where this factoritself,
by nature, is the most complex creature of the world! Besides, there are some other factors that need
attention and change. For example technological infrastructure, interactions with governmental
organizations and administration, and culture and quality of education of the society. Productivity of
the workforce can only be improved through long-term action. However, that is no excuse for not
starting action today. Human resources development is changed to human resources management
which in turn, is transforming to human resources leadership. With institutionalizing leadership, a
total quality employee will be born. Such an employee does the following actions:
 accepting ownership and responsibility to solve problems,
 actively seeking opportunities to make improvements,
 actively seeking opportunities to enhance their competencies , knowledge and experience,
 freely sharing knowledge and experience in teams and groups,
 focusing on creation of value for the customers,
 being innovative and creative in furthering the organizations objectives,
 better representing the organization to customers, local communities and society at large,
 deriving satisfaction from their work, and
 be enthusiastic and proud to be part of the organization. (Kashfi, 2002)6

19. 19
BIBLIOGRAPHY
1National Institute of Standards and Technology (2013) Baldrige Performance Excellence Program
from http://www.szaic.gov.cn/xxgk/qt/ztlm/szzl/zxpt/201304/P020130513520115528255.pdf
2Pakistan National Accreditation Council (2004).National Quality Policy and Plan from
http://203.124.43.118/%5CPolicies%5CNQPAndP-PNAC.pdf
3Granite State Quality Council (2004) The Malcolm Baldrige Criteria for Performance Excellence
from http://www.quality.nist.gov
4Ghobadian, A. and Hong, S.W. (1996), “Characteristics, benefits and shortcomings of four major
Quality awards”, International Journal of Quality & Reliability Management, Vol. 13 No. 2,
pp. 10-44.
5National Institute of Standards and Technology (2001) Criteria for Performance Excellence from
http://www.nist.gov/baldrige/publications/upload/2011_2012_Business_Nonprofit_Criteria.pdf
6Kashfi, H, A. (2002), “Quality and Productivity in the 21st Century”.Pakistan’s Seventh
International Convention on Quality Improvement [On-line] from
http://piqc.edu.pk/casestudies/Dr_Hesamiddin_Aref_Kashfi_Quality_and_Productivity_in_the_21st_
Century_Productivity_Case_Study_PIQC.pdf