2012 criteria for performance excellence
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pptTRANSCRIPT
2012
Baldrige Performance ExcellenceProgram
CRITERIA FOR PERFORMANCE EXCELLENCE
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Seven Categories of the Business/Nonprofit Criteria
Leadership Strategic Planning Customer Focus Measurement, Analysis, and
Knowledge Management Workforce Focus Operations Focus Results
The Role of Core Values and Concepts
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Core Values and Concepts
Visionary leadership
Customer-driven excellence
Organizational and personal learning
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Core Values and Concepts
Valuing workforce members and partners
Agility
Focus on the future
Managing for innovation
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Core Values and Concepts
Management by fact
Societal responsibility
Focus on results and creating value
Systems perspective
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Baldrige Criteria Framework: A Systems Perspective
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Basic item requirements (in
item title)
Overall item requirements (specific
topics to address)
Areas to address
Subheads summarizing
multiple requirements
Item notes
Item number
Item title Item point
value
Type of information to provide in response
Multiple requirements (individual Criteria questions)
Item Format
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Item Format
Item notes have the following purposes:• clarify key terms and
requirements• give instructions• indicate/clarify
important linkages
Nonprofit-specific item note (in italics)
Location of item description
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Steps Toward Mature Processes
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
An Analogy for Learning:From Fighting Fires to Innovation
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Organizational Profile
P.1 Organizational Description
P.2 Organizational Situation
Starting point for self-assessment and application preparation
Basis for early action planning
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Category Point Values1 Leadership 120
2 Strategic Planning 85
3 Customer Focus 85
4 Measurement, Analysis, and
Knowledge Management 90
5 Workforce Focus 85
6 Operations Focus 85
7 Results 450
TOTAL POINTS 1,000
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Senior leaders’ actions, organizational governance, and societal responsibilities
1.1 Senior Leadership (70 pts.)1.2 Governance and Societal Responsibilities (50 pts.)
1. Leadership (120 pts.)
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Strategic and action planning, andimplementation of plans
2.1 Strategy Development (40 pts.)2.2 Strategy Implementation (45 pts.)
2. Strategic Planning (85 pts.)
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
How an organization listens to the voice of the customer and engages its customers
3.1 Voice of the Customer (45 pts.)3.2 Customer Engagement (40 pts.)
3. Customer Focus (85 pts.)
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Analysis, review, and improvement of organizational performance Management of information, knowledge, and information technology
4.1 Measurement, Analysis, and Improvement of Organizational Performance (45 pts.)
4.2 Management of Information, Knowledge, and Information Technology (45 pts.)
4. Measurement, Analysis, and Knowledge Management (90 pts.)
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
How an organization builds an effective workforce environment and engages, develops, and manages its workforce
5.1 Workforce Environment (40 pts.)5.2 Workforce Engagement (45 pts.)
5. Workforce Focus (85 pts.)
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
How an organization designs, manages, and improves its work systems and work processes and prepares for emergencies
6.1 Work Systems (45 pts.)6.2 Work Processes (40 pts.)
6. Operations Focus (85 pts.)
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Performance and improvement in all key areasCurrent performance levels, trends, and comparative data
7.1 Product and Process Outcomes (120 pts.) 7.2 Customer-Focused Outcomes (90 pts.)7.3 Workforce-Focused Outcomes (80 pts.)7.4 Leadership and Governance Outcomes (80 pts.)7.5 Financial and Market Outcomes (80 pts.)
7. Results (450 pts.)
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2010 Baldrige Award Winners in Business/Nonprofit Sector
Since 2003, Baldrige has improved MEDRAD in so many different dimensions. It’s all about continuous improvement. … By embracing all of the key dimensions of Baldrige, the company has doubled in size this year as a business of Bayer Health Care. We are $690 million in revenue, as of the end of 2010.
— Samuel Liang, President and CEO, MEDRAD
We call it eating our own cooking. … when you teach it, you also have to do it. That's why the Baldrige journey was so important to us. … we had so many of our clients win the Baldrige [Award], and apply for the Baldrige [Award], and we felt that we needed to also be on this journey with it.
—Quint Studer, Founder and CEO, Studer Group
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2010 Baldrige Award Winners in Business/Nonprofit Sector
The Baldrige opportunity, on its own, was a way for us to get a very disciplined, external perspective, an examination of our business, of how we manage our business. … That’s a very valuable thing. I can’t imagine what you’d have to pay a consultant to do that. It’s been a terrific journey.
— Patrick McGinnis, President and CEO, Nestlé Purina Pet Care Co.
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2010 Baldrige Award Winners in Business/Nonprofit Sector
When you look at the Baldrige Criteria, what a great road map to say if you can do the things in all these categories and do them well, you’re going to be a well-run company.
— Robert F. Pence, President and CEO, Freese and Nichols Inc.
Personally I measure [success] by are we achieving excellence. And, of course, being a Baldrige [Award] recipient is probably the ultimate validation of that. But I don’t focus primarily on profitability or growth. I focus on are we achieving excellence. And the means we use to do that is delighting every guest that walks in our door.
—Ken Shiller, Co-Owner and Cofounder of K&N Management
THANK YOU