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2012 EXAMINER TRAINING The Criteria for Performance Excellence

2012 EXAMINER TRAINING The Criteria for Performance Excellence. Presented by The Granite State Quality Council and The Northern New England Alliance for Excellence. Agenda. Welcome and Overview Malcolm Baldrige: Foundation and Fundamentals Criteria for Performance Excellence

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2012 EXAMINER TRAINING The Criteria for Performance Excellence

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  1. 2012EXAMINER TRAININGThe Criteria for Performance Excellence Presented by The Granite State Quality Council and The Northern New England Alliance for Excellence

  2. Agenda • Welcome and Overview • Malcolm Baldrige: Foundation and Fundamentals • Criteria for Performance Excellence • Core Values and Concepts • The Framework • Categories and Items: A Walkthrough • Linkages and Integration • Scoring • What is a Baldrige Application? • The Role of a Baldrige Examiner • Wrap-up and Next Steps

  3. Welcome & Overview • Welcome • Introductions • Baldrige Experience or Knowledge • Expectations of Workshop • Workshop Objective and Agenda

  4. Introduction:Your Facilitator • Anne Warner: Dairy Farm to High Tech to Performance Excellence • National Baldrige Examiner 2003 – 2007 , 2009, 2010, 2012 • Senior Examiner 2007, 2009; Alumni 2010, 2012 • Granite State Quality Council 1998 – Present • Examiner, Board Member, Executive Director • Vermont Council for Quality: Lead Trainer • State Examiner: CA, NH, MA • Examiner Training: NH, MA, VT, CT

  5. Introduction: Participants

  6. Workshop Objective • Gain a better understanding of the Malcolm Baldrige Criteria for Performance Excellence in order to • Evaluate organizations • Build expertise • To help your organization • To enhance your career

  7. Agenda • Welcome and Overview • Malcolm Baldrige: Foundation and Fundamentals • Criteria for Performance Excellence • Core Values and Concepts • The Framework • Categories and Items: A Walkthrough • Linkages and Integration • Scoring • What is a Baldrige Application? • The Role of a Baldrige Examiner • Wrap-up and Next Steps

  8. "The economic liberty and strong competition that are indispensable to economic progress were principles that "Mac" Baldrige stressed…"Ronald Reagan

  9. Malcolm Baldrige Award Organization A Public – Private Partnership Department of Commerce ….. Technology Administration Foundation for the Malcolm Baldrige National Quality Award Board of Overseers National Institute of Standards & Technology BNQP Baldrige Award Winners Cooperating Organizations - Professional Societies - Trade Associations - State and Local Networks • Board of Examiners • Judges • Senior Examiners • Examiners • Contractor • ASQ

  10. Integrated Systems A helpful analogy... (Concept by Martin Stankard, Productivity Development Group)

  11. Integrated Systems are founded on Quality and Continuous Improvement • TheOrganization as a System: • For sustainable success combine: • Culture of the organization • Competencyinwhat the organization does • Appropriate Measurement and use of Data

  12. Act (4) P A C D Check (3) Plan (1) Act Do (2) Check Plan Do Act Act Check Plan Check Plan Do Do A A C Act C P P D D Check Plan A C P A Do A D C P C P D A D A A C A C P C P C P D P D D D A A C P C P A D C D P D A A C C P P D D A C P D Integrated cycles of improvement lead to Performance Excellence Performance Excellence

  13. Agenda Review • Welcome and Overview • Malcolm Baldrige: Foundation and Fundamentals • Criteria for Performance Excellence • Core Values and Concepts • The Framework • Categories and Items: A Walkthrough • Linkages and Integration • Scoring • What is a Baldrige Application? • The Role of a Baldrige Examiner • Wrap-up and Next Steps

  14. The Criteria for Performance Excellence A structured approach to addressing key customer requirements and key operational requirements…built around cycles of learning

  15. Criteria for Performance Excellence • What are the Criteria? • Core Values and Concepts • Baldrige Framework • Categories and Items

  16. The Criteria for Performance Excellence:Defines a comprehensive, integrated management system • Tailored to Business, Health Care and Education • Business includes for profit and not-for-profit • Built on Core Values and Concepts • Consists of 7 Categories that define your operations and results • A framework that ANY organization can use to improve overall performance and grow its own level of excellence • Uses: • Guidance • Assessment • Value & • Sustainability • Customers • Employees • Stakeholders Performance Excellence • Improvement: • Effectiveness • Capabilities • Learning • Personal • Organizational

  17. What are The Criteria? • Define performance excellence • Made up of results-oriented requirements • Non-prescriptive and adaptable • Support a systems perspective and goal alignment • Provide a common languageand framework • Based upon a set of core values

  18. Core Values and Concepts • Embedded beliefs and behaviors found in high performing organizations • Foundation of a results-oriented framework • Creates basis for action and feedback

  19. Visionary Leadership Customer Driven Excellence Organizational and Personal Learning Valuing Workforce Members and Partners Agility Focus on the Future Managing for Innovation Management by Fact Societal Responsibility (and Community Health) Impact of products/ operations Contribution to environmental, social, and economic systems Focus on Results and Creating Value Systems Perspective Page 49 – 2011/12 Criteria Page 49 - Health Care Page 49 - Education Core Values

  20. Criteria – page 50

  21. Baldrige: An Integrated System 4 MEASUREMENT, ANALYSIS, & KNOWLEDGE MANAGEMENT Information ORGANIZATIONAL PROFILE: ENVIRONMENT, RELATIONSHIPS & CHALLENGES 2 STRATEGIC PLANNING Driver Direction 5 WORKFORCE FOCUS 1 LEADERSHIP 7 RESULTS 3 CUSTOMER FOCUS 6 OPERATIONS FOCUS (Concept by Martin Stankard, Productivity Development Group)

  22. The Three Criteria Versions • Primary Outcomes: • Product • Core Values: • Customer-Focused Excellence • Societal Responsibility • Primary Outcomes: • Student Learning • Core Values: • Student-Centered Excellence • Societal Responsibility • Primary Outcomes: • Health Care • Core Values: • Patient-Focused Excellence • Societal Responsibility & Community Health

  23. Three Versions - Tailor Sector LanguageDifferences becoming smaller

  24. Criteria Structure: Defines The Organization’s Operations and Results 7 Categories 1 Leadership 2 Strategic Planning 3 Customer Focus 4 Meas, Anal & Knowl Mgmt 5 Workforce Focus 6 Operations Focus 7 Results 4.1 Meas., Anal & Improvement of Org Performance 4.2 Mgmt of Info, Knowledge , & Information Technology 17 Items 4.1a Performance Measurement 4.1b Performance Analysis & Review 4.1c Performance Improvement 40 Areas to Address

  25. Item Number and Name Reading the Criteria Questions Areas To Address Notes:

  26. Agenda Review • Welcome and Overview • Malcolm Baldrige: Foundation and Fundamentals • Criteria for Performance Excellence • Core Values and Concepts • The Framework • Categories and Items: A Walkthrough • Linkages and Integration • Scoring • What is a Baldrige Application? • The Role of a Baldrige Examiner • Wrap-up and Next Steps

  27. 4 MEASUREMENT, ANALYSIS, & KNOWLEDGE MANAGEMENT Information ORGANIZATIONAL PROFILE: ENVIRONMENT, RELATIONSHIPS & CHALLENGES 2 STRATEGIC PLANNING Driver Direction • P.1 Organization Description • Describe your organization’s operating environment • Describe your key relationships with customers, suppliers, partners, and stakeholders • P.2 Organizational Situation • Describe your organization’s • Competitive environment • Key strategic challenges and advantages • System for performance improvement 5 WORKFORCE FOCUS 1 LEADERSHIP 7 RESULTS 3 CUSTOMER & MARKET FOCUS 6 OPERATIONS FOCUS

  28. Preface: Organizational Profile P.1 Organization Description: What are your key organizational characteristics? a. Organizational Environment Describe your organization’s operating environment: (1) Product Offerings (provided to customers in the form of products programs, services, or projects) (2) Vision and Mission: Culture, Purpose, Vision, Mission, Values, & Core Competencies (3) Workforce Profile & Factors of Engagement (4) Assets: Technologies, Equipment, and Facilities (5) Regulatory Requirements

  29. Preface: Organizational Profile P.1 Organization Description (continued) b. Organizational Relationships Describe your key relationships with customers, suppliers, partners, and stakeholders: (1) Organizational Structure and Governance System (2) Key Customer and Stakeholder Groups and Market Segments (3) Suppliers, Partners, and Collaborators; their role; your requirements

  30. Preface: Organizational Profile P.2 Organizational Situation: What is your organization’s strategic situation? a. Competitive Environment Describe your competitive environment: (1) Competitive Position (2) Competitiveness Changes (3) Comparative Data: Sources for Comparative and Competitive Data

  31. Preface: Organizational Profile P.2 Organizational Situation (continued) b. Strategic Context • Key Business/Operations/Human Resource/Societal Responsibility strategic challenges and advantages • c. Performance Improvement System • (1) Key elements including for evaluation, learning, and innovation

  32. 4 MEASUREMENT, ANALYSIS, & KNOWLEDGE MANAGEMENT Information Leadership Triad • 1.1 Senior Leadership (70 pts.) • Describe how senior leaders guide and sustain your organization. • Describe how senior leaders communicate with your workforce and encourage high performance • 1.2 Governance and Societal Responsibilities (50 pts.) • Describe your organization’s • Governance system • approach to leadership improvement • Describe how your organization • assures legal and ethical behavior • fulfills societal responsibilities • supports key communities ORGANIZATIONAL PROFILE: ENVIRONMENT, RELATIONSHIPS & CHALLENGES 2 STRATEGIC PLANNING Driver Direction 5 WORKFORCE FOCUS 1 LEADERSHIP 7 RESULTS 3 CUSTOMER FOCUS 6 OPERATIONS FOCUS

  33. Leadership 1.1 Senior LeadershipHow do Senior Leaders Lead? a. Vision , Values, and Mission (1) Set and deploy Vision and Values to all stakeholders (Leadership System) (2) Promote & demonstrate Legal and Ethical Behavior (3) Create a Sustainable Organization through: • Organizational Performance Improvement • Accomplishment of Mission, objectives, innovation. Leadership, agility • A workforce culture that fosters customer engagement • Organizational & workforce learning • Enhancing personal leadership and developing new leaders

  34. Leadership 1.1 Senior Leadership b. Communication and Organizational Performance (1) Communication for high performance • Senior leaders communicate with and engage entire workforce; take an active role in reward and recognition (2) Create a Focus on Action to • Accomplish objectives • Improve performance; identify needed actions • Attain the vision • Create & balance value for customers and stakeholders

  35. Leadership 1.2 Governance and Societal ResponsibilityHow do you govern and fulfill your societal responsibilities? a. Organizational Governance (1) Review Governance System and achieve • Management and fiscal accountability • Transparency in operations • Independence of audits • Protection of stakeholder interests (2) Performance Evaluation: Evaluate and improve effectiveness of • Senior leaders and board members • Leadership and governance systems

  36. Leadership 1.2 Governance and Societal Responsibility b. Legal and Ethical Behavior (1) Legal and Regulatory Behavior: Proactively address adverse impacts of products and operations including: • Anticipation of public concerns • Surpassing compliance • Management of risks (2) Promote and ensure Ethical Behavior • Enable and monitor behavior • Monitor and respond to breaches Performance Measures

  37. Leadership 1.2 Governance and Societal Responsibility c. Societal Responsibility and Support of Key Communities • Societal Well-Being: Benefit of environmental, social, and economic systems considered as part of strategy and operations • Community Support: Identification, active support and strengthening of Key communities • Related to core competencies

  38. Key Excellence Indicators: Leadership • Personal commitment and involvement • Effective communication of organization’s values, direction, & performance • Role model values & behaviors • Align work with organizational values & goals • Use of personal and organizational review findings to set focus & actions for improvement • Focus on learning at all levels of the organization • Accountability to all stakeholders • Role model and promote good citizenship

  39. 4 MEASUREMENT, ANALYSIS, & KNOWLEDGE MANAGEMENT Information • 2.1 Strategy Development (40 pts) • Describe how your organization establishes a strategy that addresses strategic challenges and leverages advantages. • Summarize your organization’s key strategic objectives and their related goals • 2.2 Strategy Implementation (45 pts) • Describe how your organization converts is strategic objectives into action plans • Summarize action plans, deployment, and related measures/indicators • Project future performance relative to key comparisons of measures/indicators Leadership Triad ORGANIZATIONAL PROFILE: ENVIRONMENT, RELATIONSHIPS & CHALLENGES 2 STRATEGIC PLANNING Driver Direction 5 WORKFORCE FOCUS 1 LEADERSHIP 7 RESULTS 3 CUSTOMER FOCUS 6 OPERATIONS FOCUS

  40. Strategic Planning 2.1 Strategy DevelopmentHow do you develop your strategy? a. Strategy Development Process (1) Strategic Planning Process • Steps, participants, timelines • Determination of blind spots, core competencies, strategic challenges/advantages • Identification of and addressing time horizons (2) Strategy Considerations: Address all key elements, including data gathering and analysis • SWOT & Potential shifts • Sustainability & needed core competencies • Ability to execute the plan

  41. Strategic Planning 2.1 Strategy Development b. Strategic Objectives (1) Develop clear Key Strategic Objectives, timetables, and goals (2) Strategic Objective Considerations: • Address Strategic Challenges and Advantages & opportunities for innovation • Capitalize on core competencies • Balance needs • Short- and long-term • All stakeholders • Adaptability to sudden shifts

  42. Strategic Planning 2.2 Strategy ImplementationHow do you implement your strategy? a. Action Plan Development and Deployment (1) Action Plan Development and relationship to Strategic Objectives (2) Action Plan Implementation: Deploy to appropriate stakeholders; ensure sustainable outcomes (3) Resource Allocation: Ensure, allocate and, manage needed resources; balance new and existing obligations; manage risks (4) Establish Workforce Plans, capability and capacity (5) Performance Measuresto track achievement and effectiveness (6)Action Plan Modificationif change is required Performance Measures

  43. Strategic Planning 2.2 Strategy Implementation b. Performance Projection • Related to Identified Action Plan measures/indicators • For short- and longer-term planning timelines • Comparisons with competitors/benchmarks/goals • Address potential gaps

  44. 2.1 SWOT Planning resources results Strategic Objectives & Goals Competition Market Technology Action Plan Action Plan Action Plan Action Plan Short & Long Term 2.2 Resources Measures Measures Measures Measures Measures Individual Plans Core Competencies Strategic Challenges & Advantages P e r f o r m a n c e P r o j e c t i o n s

  45. Key Excellence Indicators: Strategic Planning • Balance of short- and long-term view • Incorporation of customer, supplier, market, workforce & partner input • Systematic approach to addressing all sources of risk • Strong involvement of workforce and stakeholders • Refinement of the planning process • Measurable, outcome-oriented, realistic strategic objectives • Alignment of strategy and actions; objectives and plans • Available, committed resources

  46. 4 MEASUREMENT, ANALYSIS, & KNOWLEDGE MANAGEMENT Information Leadership Triad ORGANIZATIONAL PROFILE: ENVIRONMENT, RELATIONSHIPS & CHALLENGES • 3.1 Voice of the Customer (45 pts) • Describe how your organization listens to customers and gains satisfaction and dissatisfaction information • 3.2 Customer Engagement (40 pts) • Describe how your organization determines product offerings and communications mechanisms to support customers • Describe how your organization builds a customer relationships 2 STRATEGIC PLANNING Driver Direction 5 WORKFORCE FOCUS 1 LEADERSHIP 7 RESULTS 3 CUSTOMER FOCUS 6 OPERATIONS FOCUS

  47. Customer Focus 3.1 Voice of the Customer How do you obtain and use information from your Customers? a. Customer Listening • Listening to Current Customers to obtain actionable information • How do methods vary by customer group and lifecycle • Follow up on quality, support and transactions (touch points) (2) Listening to Potential Customers including former and customers of competitors to obtain actionable information and feedback

  48. Customer Focus 3.1 Voice of the Customer b. Determination of Customer Satisfaction and Engagement (1) Determine Customer Satisfaction and Engagement considering different groups and segments; to exceed expectations (2) Obtain and use Satisfaction Relative to Competitors (3) Determine actionable Dissatisfaction information relative to competitors

  49. Customer Focus 3.2 Customer EngagementHow do you engage customers to serve their needs and build relationships? a. Product Offerings and Customer Support (1) Identify and innovate Product Offerings to • Meet and exceed customer/market requirements and expectations • Attract new customers and expand existing relationships (2) Determine Customer Support mechanisms • to seek information, provide feedback, get support, and do business • Differentiate between customer groups • Determine customer support requirements; deploy to those who support customers (3) Use information for Customer Segmentation (4) Use Customer Data to improve marketing, customer-focus & innovation

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