QUILATAN, ANGELICA N.

BS ACCOUNTANCY 4-1

RESEARCH IN MANAGERIAL ACCOUNTING

1. What is the Malcolm Baldrige National Quality Award?

The Malcolm Baldrige National Quality Award (MBNQA) is an award intended to raise
awareness of quality management and formally recognize U.S. companies with successful
quality management systems. Although the award is only given to companies based in the U.S.,
it is recognized internationally. The MBNQA is named after Malcolm Baldrige, who was the U.S.
Secretary of Commerce during the Ronald Reagan administration, from 1981 to 1987.
2. What organizations are recent winners of the award? What industries are they from?
YEAR ORGANIZATION (RECENT WINNERS) INDUSTRY
Integrated Project Management Company, Inc. Small Business
Alamo Colleges District Education
2018 Tri County Tech Education
Memorial Hospital and Health Care Center Health Care
Donor Alliance, Inc. Nonprofit

A. Integrated Project Management Company, Inc.

Integrated Project Management Company, Inc. (IPM) is a privately held business
consulting company with a current workforce of 182 employees in seven locations across the
United States, providing leadership to transform strategies and solutions into sustainable
results. IPM was founded in 1988 as the first project management consulting firms in the
United States by President and CEO C. Richard Panico. It helped to evolve the project
management discipline while creating proprietary methodologies to complement the practice.
IPM originated from manufacturing-related projects, but the company now serves virtually
every area of the model of an organization, from transforming strategy into reality, to
planning and implementing a myriad of functional and cross-functional operational
improvement initiatives. IPM provides specialized services in ten key areas for its targeted
industries, namely life sciences, consumer products, industrial products and healthcare.
Highlights:
 IPM’s company-wide annual revenue has increased 62% from 2013 to 2017. Annual
revenues per consultant are 50% higher than the national SPI Management
Consultancies comparison.
 The current ratio, a liquidity ratio that measures a company’s ability to pay short- and
long-term obligations, stands at 6.1 compared to an IBISWorld benchmark of 1.5.
The debt-to-equity ratio has averaged 0.2 for the last five years, outperforming the
IBISWorld average benchmark of 2.2 in the same timeframe.
 IPM strives to balance building new business with outstanding customer retention.
Existing client revenue has increased every year. In 2017, existing client revenue
grew at a rate of 4.1%; at the same time new client revenues grew 22%.
 Employee satisfaction with training and development opportunities offered has
surpassed the national Great Place to Work (GPTW) best-in-class benchmark every
year since 2013, with a 93% satisfaction rate in in 2017.
B. Alamo Colleges District
The district of Alamo Colleges (ACD) is South Texas' largest provider of higher
education. Its five independent colleges (Northeast Lakeview College, Northwest Vista
 College, Palo Alto College, St Philip's College, and San Antonio College) provide two-year
degrees focused on preparing students to move to baccalaureate-granting institutions and
workforce development programs that help build new careers and meet business needs; ten
educational and training centers offering baccalaureate-grant programs. The district service
area of Alamo Colleges includes counties such as Atascosa, Bandera, Bexar, Comal,
Guadalupe, Kendall, Kerr, and Wilson.
Highlights:
 The four-year graduation rate for ACD’s students has increased 150% and is best in
the state.
 The number of students awarded scholarships has increased from 580 to 2,175 and
amount awarded from $500,000 to over $2 million since 2010.
 The Alamo Way creates a line-of-site from the district’s vision to each of the colleges’
classrooms through implementation of a BIG “Wildly Important Goal” (WIG) related to
the number of degrees and certificates awarded. This number has doubled to 12,750
from 2013 to 2017, which is three times the state norm.
 ACD student satisfaction with the overall educational experience is 88.4%, more than
two percentage points higher than the national norm as measured by the Community
College Survey of Student Engagement (CCSSE).
C. Tri County Tech
One of Oklahoma Career and Technical Education System's 29 public technology
centers, Tri County Tech (TCT) serves three counties' residents and has a vision of inspiring
success through life-changing learning experiences. It provides training programs for high
schools, adult programs, customized business and industry, and services for conferences
and events. TCT seeks to break the poverty cycle for the students it serves by offering them
opportunities they would not otherwise have, providing support services, and keeping tuition
low for adult students. The program offers include pre-engineering, medicine & bioscience,
culinary arts, cosmetology, early child care education, automotive technology, precision
machining, construction technology, auto collision repair, marketing management, computer
repair, networking, and welding. TCT also offers a program for practical nursing and dental
hygiene.
Highlights:
 With the goal that no student should be denied access to education based on his/her
ability to pay; TCT launched its own foundation. Between fiscal year (FY)2014 and
FY2018, foundation scholarships grew from $60,000 to $250,000.
 Rates for completion/retention and placement for students after graduation have
been in the top 25 percent nationally for eight fiscal years. TCT has also delivered
the top state completion/retention rate for full-time students in five of the past seven
years.
 Seventy percent of TCT’s high school program graduates move on to further
education in college or adult technical schools.
 Based on the GPTW survey, TCT engagement results for most workforce segments
have been in the top 10 percent nationally each year since FY2014.
D. Memorial Hospital and Health Care Center
Based in Jasper, Indiana and sponsored by the Sisters of the Little Company of
Mary, the Memorial Hospital and Health Care Center (MHHCC) provides inpatient and
outpatient care through an acute care community hospital that includes 32 outpatient primary
and specialty care clinics and medical practices, as well as an ambulance service. Memorial
Hospital, which opened its doors in 1951, employs more than 1,700 people and provides
 medical care to 6,600 patients; 254,000 outpatients; and 29,000 visits annually to the
emergency department. Every year at Memorial Hospital nearly 950 babies are born.
Highlights:
 MHHCC has received a Centers for Medicare and Medicaid Services (CMS) 5-star
rating for overall quality of inpatient care since the ratings were released, and it
achieved national top-10%, net-positive, value-based-payment performance since
2017. MHHCC has also achieved performance excellence outcomes with zero early
elective deliveries before 39 weeks (since 2015), zero pressure ulcers in the Skilled
Caring Center (since 2016), zero central line-associated bloodstream infections
(CLABSI; since 2016), and zero hospital methicillin-resistant staphylococcus aureus
(MRSA) infections (since 2015).
 MHHCC’s nationally-recognized benchmark performance is demonstrated by an “A”
Leapfrog Hospital Safety Grade since 2016. A 2-year reduction in total harm from 6.2
to 1.1 per 1,000 patient days from 2016 to 2018 was achieved. Bedside medication
verification results have exceeded the Leapfrog benchmarks from 2013 to 2018,
sustaining a level of more than 97%, and MHHCC has sustained CMS top-10%
performance in its PSI-90 patient safety composite results since 2017.
 MHHCC has sustained a dominant leadership position in Dubois Country and its
primary market area. Since 2015, MHHCC’s inpatient market share in Dubois County
has been greater than 70% and its outpatient market share greater than 80%, with
no competitor having more than 10%.
 MHHCC’s percentage of RNs with Bachelor of Science degrees rose from 50% in
2015 to 62% in the first quarter of 2018, and its RN turnover rate has remained below
2% since the first quarter of 2016, well below the top-10% national level of 8%.
E. Donor Alliance, Inc.
One of 58 independent, non-profit Organ Procurement Organizations (OPOs)
designated by Medicare and Medicaid Services Centers (CMS), the mission of Donor
Alliance is to save lives through donation and transplantation of organs and tissues. Donor
Alliance employs effective family approach and recovery programs in over 100 hospitals to
accomplish this mission. Donor Alliance also inspires the public throughout its donation
service area to register as donors of organs and tissues through community partnerships,
public outreach, and educational campaigns. It serves the third largest geographic service
area, Colorado and most of Wyoming, covering 184,151 square miles. It has two locations in
Denver, CO, and Grand Junction, CO, Colorado Springs, CO, and Casper, WY regional
offices.
Highlights:
 Donor Alliance has consistently been ranked as one of the top 10 organ procurement
organizations in the nation due to its high organ donor conversion rate of more than
80%.
 The organization consistently outperforms the top 25% of organ procurement
organizations in the percentage of donors who have registered themselves to be
donors. With results improving from 64% to 74% for organ donors since 2014 and
from 65% to 68% for tissue donors (e.g., skin, bone).
 Donor Alliance’s rate for authorization of eligible organ donors has been between
80–84%, a rate that has met or exceeded top 25% national comparison performance
since 2014. Its authorization rate for tissue donation has been between 74–79%
since 2014 and is in the top 10% nationally.
 All four local transplant center customers reported 100% satisfaction in the 2018
survey. Tissue processors, who are responsible for the preparation, preservation,
 storage, and distribution of final tissue grafts for transplantation, also reported 100%
customer satisfaction with Donor Alliance.
3. Is any evidence presented on the website that winners of the award are more successful
than other organizations?
Yes, since Malcolm Baldrige National Quality Award is the highest level of national
recognition for performance excellence that a U.S. organization can receive, it sets very high
standards for quality. Furthermore, firms that win the award have demonstrated excellence in the
quality of systems, processes, and consumer satisfaction. It requires the submission of an
application which describes a firm's quality practices and performance. These applications are
graded by trained examiners from diverse fields. A small group of high-scoring applicants are
selected for the next phase, which involves a senior team of examiners who conduct site visits in
order to conduct interviews and inspect documents. Finally, judges meet once more to review
the top applicants and select winners. The winners of the award are more successful than other
organizations because the Malcolm Baldrige Award demonstrates the strict standards of the
judges and the program.
4. Briefly describe the criteria that are used for awarding the education award. Do the
criteria require that specific goals be met in terms of achievement on standardized tests
or other measures of performance?
The criteria that are used for awarding the education award are:
I. Leadership: It examines how upper management leads the organization, and how the
organization leads within the community.
II. Strategic Planning: It examines how the organization establishes and plans to
implement strategic directions.
III. Customer Focus: It examines how the organization builds and maintains strong, lasting
relationships with customers.
IV. Measurement, analysis, and knowledge management: It examines how the
organization uses data to support key processes and manage performance.
V. Workforce: It examines how the organization empowers and involves its workforce.
VI. Operations: It examines how the organization designs, manages and improves key
processes.
VII. Results: It examines how the organization performs in terms of customer satisfaction,
finances, human resources, supplier and partner performance,
operations, governance and social responsibility, and how the organization compares to
its competitors.
Yes, the criteria require that specific goals must be bet in terms of achievement on
standardized test or other measures of performance because in order for an organization to
receive this recognition, an applicant's overall organizational performance in the identified
category must demonstrate mature processes that are linked to the appropriate organizational
results, demonstrating favorable levels and trends. Also, the applicant organization must have
credible performance across all categories. An applicant may be recognized for more than one
category best practice or for none at all.