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Baldrige Performance Excellence Program

The Baldrige Performance Excellence Program's symposium on October 28, 2010, marked a significant evolution in the approach to quality management. Discussing historical trends, the program introduced updated criteria that reflect a focus on organizational performance beyond operations. Highlights included increased application rates for the Malcolm Baldrige National Quality Award (MBNQA), the importance of actionable customer feedback, and innovative metrics like the Net Promoter Score (NPS) for gauging satisfaction. The event emphasized a renewed commitment to excellence in all organizational sectors.

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Baldrige Performance Excellence Program

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  1. Baldrige Performance Excellence Program Carey Performance Excellence Symposium October 28, 2010

  2. A New Name for a New Era • Quality has evolved in last 20 years • Criteria have moved beyond operations • Intended to reflect our focus on org. performance • But then you are way ahead of us on this one . . .

  3. Award Process • Applications for MBNQA return to historical high • Applications for Board of Examiners rebounds • New Examiner Applications up 30%

  4. Application Sector History

  5. 2009 Award Recipients CSP Clinical Research Pharmacy Coordinating Center: Albuquerque, NM

  6. Issues with Satisfaction Surveys • Too many surveys, too many questions • Employees don’t know how to take corrective action • Scores don’t link to behaviors • Surveys confuse transactions with relationships • Satisfaction surveys dissatisfy customers • -- From The Ultimate Question; • F. Reicheld

  7. Issues with Judge’s Survey • Response rates should be higher • We already know the answer to many of the questions • Confounding results • Don’t currently link results to behaviors • Not enough actionable feedback • Much of the data doesn’t really align with “Customer Engagement”

  8. Potential Changes • Move to a “Net Promoter” like metric • “How likely is that you would recommend X to a friend or colleague?” • Extremely Not at All • Likely Likely • 10 98 76 5 4 3 2 1 0 Promoter Passive Detractor

  9. Potential Changes NPS = % Promoter - % Detractor Select NPS “Stars” Most Recent BNQP “NPS” Harley Davidson 81% Costco 79% 53% SAS 66% Intuit 58% Southwest Air. 51%

  10. MBNQA Judges’ SurveyResponse Rates 34 of 64 48 of 86 55 of 84 56 of 85 55 of 70

  11. Likely to Recommend - Consensus NPS = 69% Overall NPS 63%

  12. Criteria Relevant – Consensus “NPS” = 71% Overall “NPS” 69%

  13. Feedback Report – Consensus “NPS” = 2% Overall “NPS” 5%

  14. Release of BOSS • Baldrige On-line Scorebook Solution • Remove non-value added tasks of Examiners • Significant increase in Examiner Sat • Release to State Programs in 2011

  15. Scoring Data Release • Historical Applicant Scoring Data • From 1990 – 2006 • Every individual and consensus score for every applicant • Coming soon – unique identifiers

  16. Scoring Data Release

  17. Use of Social Media • Benchmarking Study • Official Twitter Accounts • Use of LinkedIn Groups • YouTube Channel

  18. Blogrige – official Baldrige blog

  19. Baldrige Fellows Kickoff • Purpose - Reengage Large Mfg/Svc • 1st Class of 14 Fellows • Program content/expectations • Next class recruiting for Nov 2011

  20. Baldrige Fellows Kickoff • UPS • Sara Lee Corp. • Dow Chemical Co. • Baldor Electric Co • University of Phoenix • AGCO Corp • Packaging Corp. of America • AARP • Griffith Laboratories • USG Corp

  21. Strategic Partnerships • ASBDC Meeting • AASA event planned for Feb • Other sector teams forming

  22. Criteria Changes • Changes to Results Organization 7.1 Product and Process Outcomes 7.2 Customer Focused Outcomes 7.3 Workforce Focused Outcomes 7.4 Leadership Focused Outcomes 7.5 Financial and Marketplace Outcomes

  23. Criteria Changes • Reorganize Category 3 - Customer Remove perceived redundancies Shorten overall length Improve logic flow

  24. Criteria Changes • Clarity for Work Systems/Processes 6.1 = Limited to Work System 6.2 = Limited to Work Processes Clarified definitions for both Renamed Category “Operations Focus”

  25. Criteria Changes • Refocus Performance Projections Not intended to say projecting performance is not important Remove from Results Scoring until 90-100 range Add question in Cat 4 Add as an element of Strategy Development

  26. Criteria Changes • Headings for Multiple Requirements Form a basic outline of the Criteria

  27. Questions/Comments

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