The main objective of this article is to demonstrate and inform how a small and privately held company received the Malcolm Baldrige National Quality Award in 2006 in the small business category. Mesa Products Inc. started as a one-man service company more than 25 years ago and at the moment that this article was written had a workforce of only 70, this small company was the recipient of the Baldrige award back in 2006. This award is the highest U.S. presidential honor for organizational performance excellence. How this small business accomplished to be the recipient of this award, it’s discussed in the article. Mesa Products Inc. was founded in 1979 by Terry F. May, the one-man show which this article refers to, the one who managed the company
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Their QMS based on ISO 9001 combines with the Baldrige criteria to link business processes in an integrated, aligned direction that results in performance excellence. The Baldrige applicants are judged on seven business criteria: leadership, strategic planning, customer and market focus, measurement, analysis and knowledge management, HR management, process management and business results. How Mesa demonstrated that they complied Baldrige Criteria? First of all, is leadership, May says that retention and growth of existing customers and vendor relationship are critical to long-term success. Thus Mesa’s practices were based on the foundation of trust, honesty, and ethics. He demonstrated this philosophy to employees, customers, suppliers, and the public through a values statement in its strategic plan: “We conduct our business with the highest integrity at all times”. Mesa’s strategic planning helped them focus on those areas that have more importance to future success. It helps to prioritize and empower you to focus on the important things and then assists in providing the resources to achieve those targets. May was able to provide a list of improvements that occurred as the direct result of its strategic planning. Customer and market focus, Mesa’s led its top …show more content…
The organizational culture of Mesa has always been that employees are the most important asset. The general hiring philosophy is to attract and retain valuable employees. He also says that is important because of the message sent to employees. “If workforce reduction is a regular management tool, it will be extremely difficult to develop loyalty, empowerment and all the other traits of a positive culture.” The plan-do-check-act cycle is Mesa’s basic improvement process and lean is its primary improvement method. Mesa uses lean as a multistep process that involves mentoring, facilitation, knowledge transfer and joint implementation. May stated that lean concepts provide the flexibility to keep processes current with business needs. As result of Mesa’s efforts, they have achieved world-class levels of performance in their one-time shipments. Mesa’s Baldrige application also showed a return on equity that outperforms industry norms and its competitors. But what May have considered the key to the companies’ success was the formation of stable work environments and the team based culture. This article presents directly how organizations can benefit from ISO 9000, Malcolm Baldrige National Quality Award and ACSI to measure and improve the levels of their customer satisfaction. By combining them Mesa links their business
Their QMS based on ISO 9001 combines with the Baldrige criteria to link business processes in an integrated, aligned direction that results in performance excellence. The Baldrige applicants are judged on seven business criteria: leadership, strategic planning, customer and market focus, measurement, analysis and knowledge management, HR management, process management and business results. How Mesa demonstrated that they complied Baldrige Criteria? First of all, is leadership, May says that retention and growth of existing customers and vendor relationship are critical to long-term success. Thus Mesa’s practices were based on the foundation of trust, honesty, and ethics. He demonstrated this philosophy to employees, customers, suppliers, and the public through a values statement in its strategic plan: “We conduct our business with the highest integrity at all times”. Mesa’s strategic planning helped them focus on those areas that have more importance to future success. It helps to prioritize and empower you to focus on the important things and then assists in providing the resources to achieve those targets. May was able to provide a list of improvements that occurred as the direct result of its strategic planning. Customer and market focus, Mesa’s led its top …show more content…
The organizational culture of Mesa has always been that employees are the most important asset. The general hiring philosophy is to attract and retain valuable employees. He also says that is important because of the message sent to employees. “If workforce reduction is a regular management tool, it will be extremely difficult to develop loyalty, empowerment and all the other traits of a positive culture.” The plan-do-check-act cycle is Mesa’s basic improvement process and lean is its primary improvement method. Mesa uses lean as a multistep process that involves mentoring, facilitation, knowledge transfer and joint implementation. May stated that lean concepts provide the flexibility to keep processes current with business needs. As result of Mesa’s efforts, they have achieved world-class levels of performance in their one-time shipments. Mesa’s Baldrige application also showed a return on equity that outperforms industry norms and its competitors. But what May have considered the key to the companies’ success was the formation of stable work environments and the team based culture. This article presents directly how organizations can benefit from ISO 9000, Malcolm Baldrige National Quality Award and ACSI to measure and improve the levels of their customer satisfaction. By combining them Mesa links their business