baldrige for beginners bob dorste, performance consultant excellence in missouri foundation © 2012...
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BALDRIGE FOR BEGINNERSBALDRIGE FOR BEGINNERS
Bob Dorste, Performance Consultant
Excellence in Missouri Foundation© 2012 Excellence in Missouri Foundation
2012 Conference November 14-16, 2012
Workshop Overview
Introduction to Performance Improvement Introduction to the Baldrige Criteria for
Performance Excellence Baldrige Gets Results! Ways to Get Started
Workshop Overview
History of Baldrige Criteria
In the mid-1980s, U.S. leaders realized that American companies needed to focus on quality in order to compete in an ever-expanding, demanding global market.
Then-Secretary of Commerce Malcolm Baldrige was an advocate of quality management as a key to U.S. prosperity and sustainability. After he died in a rodeo accident in July 1987, Congress named the Award in recognition of his contributions.
The goal of the Malcolm Baldrige National Quality Improvement Act of 1987 was to enhance the competitiveness of U. S. businesses. Its scope has since been expanded to health care and education organizations (in 1999) and to nonprofit/government organizations (in 2005).
Congress created the Award Program to
Identify and recognize role-model businesses Establish criteria for evaluating improvement efforts Disseminate and share best practices
History of Baldrige Criteria
Excellence in Missouri Foundation
The Excellence in Missouri Foundation was established in 1992 to help Missouri organizations improve performance and succeed in the competitive marketplace.
EIMF is the administrator of the Missouri Quality Award process, designed to recognize exemplary organizations for their achievements in Performance Excellence.
Excellence in Missouri Foundation
Not About Receiving an Award – It’s About Being “Award-Worthy
Dr. Terry Holliday, former Superintendent of Iredell-Statesville Schools, a 2008 Baldrige Award recipient, said, “If you get into Baldrige because of the Award, it’ll be a short journey. But if you get into it for the right reasons, the feedback and continuous improvement, then it’s well worth the journey.”
Ernest Davenport, former Chairman and CEO of Eastman Chemical Company, a 1993 Baldrige Award recipient, said, “We didn’t apply the [Baldrige] concepts…to win an award. We did it to win customers. We did it to grow. We did it to prosper.”
Not About Receiving an Award - It’s About Being “Award-Worthy”
© 2012 Excellence in Missouri Foundation
Excellence is a Journey, Not a Destination
K & N Management2010 Baldrige
Recipient
“I realized only 5% of the population truly wants to do what it takes to be
excellent.”
http://www.baldrige.nist.gov/PDF_files/2010_K&N_Management_Profile.pdf
Excellence is a Journey,Not a Destination
© 2012 Excellence in Missouri Foundation
Excellence is a Journey, Not a Destination
“We still use the Baldrige Criteria the same way. It’s the framework that we use to manage our company. We’re better because we use it, and we don’t have any plans to stop. … The Criteria bring alignment that keeps us all rowing in the same direction.”--Ken Schiller, co-owner and co-founder, K&N Management, 2010 Baldrige Award Recipient
• Keynote Speaker at 2011 MQA Annual Conference
Excellence is a Journey,Not a Destination
Leadership How senior leaders’ personal actions guide and
sustain your organization Governance system Fulfilling legal, ethical and societal responsibilities Supports key communities
Baldrige Categories
Strategic planning Developing strategic objectives and action plans Strategy deployment Changing strategic objectives and action plans if
circumstances require How progress is measured
Baldrige Categories
Customer focus Engaging customers for long-term success Building a customer-focused culture Listening to the voice of the customers…and
using this information to improve and identify innovation opportunities
Baldrige Categories
Measurement, analysis, and knowledge management Selecting, gathering, managing and improving
data, information and knowledge assets Managing information technology Reviewing and using reviews to improve
performance
Baldrige Categories
Workforce focus Engaging, managing and developing
workforce Ability to assess workforce capability and
capacity Workforce environment delivering high
performance
Baldrige Categories
Operations Focus Designing work systems Designing, managing and improving key
processes Readiness for emergencies
Baldrige Categories
Results Product Outcomes Customer – Focused Outcomes Workforce – Focused Outcomes Operations-Focused Outcomes Leadership Outcomes
Category-based, trends, comparisons where applicable
Important! 450 out of 1,000 points
Baldrige Categories
What Makes the Criteria for Performance Excellence Different From Other Management Approaches?
The Criteria for Performance Excellence are a comprehensive management
approach that focuses on results in all areas, organizational and personal learning, and knowledge sharing.
What Makes the Criteria for Performance Excellence Different fromother Management Approaches?
Why the Criteria for Performance Excellence?
Provides a management approach to improve your organization’s performance validated by thousands of organizations nationwide
Guides organizations to: Think and act strategically Align processes and resources Engage workforce and customers Focus on key results
Why the Criteria for Performance Excellence?
Provides a fact-based analysis Uses a proven (25 year) tool Enables determining performance on a national yardstick Enables focus on improving that which will have the
greatest positive impact on customers, stakeholders, and the organization
Builds a customer focus and results oriented culture
Why Conduct a Baldrige – Based Assessment?
Baldrige Gets Results!(Business)
Honeywell Federal Manufacturing & Technologies Overall customer satisfaction reached or exceeded 95%. Customer product quality and reliability reached 99.9% for traditional customers and 99%
for nontraditional customers. 72% of the workforce indicated a “positive environment,” compared to 56% for
commercial best-in-class manufacturers.
Cargill Corn Milling (CCM) CCM saved more than $15 million from 2006 to 2008 by using ideas generated by
employees. The error-free delivery rate was 99% or above from 2005 to 2008. Per-bushel costs held steady from FY2006 to FY2008 even though energy costs increased
50-80%, chemical costs rose 30%, and maintenance costs increased 10%.
© 2012 Excellence in Missouri Foundation
Nestle Purina2010 Baldrige
Recipient
http://www.baldrige.nist.gov/PDF_files/2010_Nestle_Purina_Profile.pdf
Baldrige Gets Results!(Business)
Baldrige Gets Results!(Non-Profit)
City of Coral Springs The crime rate decreased by nearly half over 10 years. The percentage of residents who are satisfied with city services has been 95% or higher
since 1999. Business satisfaction rose from 76% in 2004 to 97% in 2008.
VA Cooperative Studies Program Clinical Research Pharmacy Coordinating Center Budget for new studies grew 143% from 2002 to 2008, compared to 58% for Veterans
Affairs. In 2008, productivity (as measured by revenue/employees) of $221,000 compared
favorably to that of eight top competitors, with the highest competitor at $195,000. Overall, customer satisfaction increased: the percentage of customers rating the program
“good-excellent” increased from 83% in 2003 to 100% in 2009. Customer complaints were consistently fewer than 3.4 per million units shipped from 2001 to 2009.
© 2012 Excellence in Missouri Foundation
Concordia
Publishing House
http://www.nist.gov/baldrige/award_recipients/concordia_profile.cfm
Baldrige Gets Results!(Non-Profit)
© 2012 Excellence in Missouri Foundation
Montgomery County
Public Schools
http://www.baldrige.nist.gov/PDF_files/2010_MCPS_Profile.pdf
Baldrige Gets Results!(Education)
Let the record show…
91%
43%
69%
32%
79%
37%
23%
7% 8%
0%
9% 6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
OperatingIncome
Sales TotalAssets
Employees Return onSales
Return onAssets
Award Winners
Control Firms
Performance Measures
Per
cen
tag
e C
han
ge
HENDRICKS AND SINGHAL STUDY
The Baldrige Model Tailored to Help Your Organization Grow
That’s why thousands of organizations of all sizes in every industry use the Baldrige Criteria—and a select group applies for the Missouri Quality Award and the Malcolm Baldrige National Quality Award , including many Missouri companies representing the best of the best in management practices:
Large, Fortune 500 companies, including Boeing Aerospace Support (2002 recipient of the Missouri Quality Award, and 2003 Malcolm Baldrige National Quality Award recipient).
Small businesses, such as Midway USA (2008 recipient of the Missouri Quality Award and 2009 Malcolm Baldrige National Quality Award recipient), and Missouri Corporate Credit Union (2006 Missouri Quality Award Recipient).
The Baldrige Model Tailored to Help Your Organization Grow
Large hospitals and hospital systems, like SSM Health Care (2-time Missouri Quality Award recipient and 2002 Malcolm Baldrige National Quality Award recipient), Heartland Health (2-time Missouri Quality Award recipient and 2009 Malcolm Baldrige National Quality Award recipient) as well as single hospitals like Lake Regional Hospital (2003 Missouri Quality Award recipient).
Large and small schools and colleges, such as Northwest Missouri State University (4-time Missouri Quality Award recipient) and Park Hill School District (2009 Missouri Quality Award Recipient).
Why Are These Organizations Outperforming?
They view their organizations as a integrated holistic “system”
They recognize that high-performance comes from all the parts of the “system” working effectively together
They use the Criteria for Performance Excellence as a framework to assess and improve their “system”
The Baldrige Model Tailored to Help Your Organization Grow
The Baldrige Model What it is NOT
NOT a fad…effective performance model for 25 years NOT (intended to be) additive NOT easy NOT a quick fix NOT a program NOT an award
Do your leaders set clear a direction that is aligned with the vision, mission and values and is cascaded throughout the organization with measurable goals?
Does your organization factually understand customers — their needs, expectations and preferences?
Do people in your organization have the information they need to make good decisions?
Where Is Your Organization on the Performance Excellence Continuum?
Ad Hoc Management Approach High Performance Management System
How does EiMF help your organization with Baldrige?
The Excellence in Missouri Foundation offers organizations: An integrated management framework that gets results Assessment tools to evaluate improvement efforts Training for examiners so that they can learn best practices
from other organizations and bring those back to your organization
Feedback reports from a team of trained experts, highlighting organizational strengths and opportunities for improvement
How does EiMF help your organization with Baldrige?
The Excellence in Missouri Foundation offers organizations: Presentations and workshops on how to improve using the
Baldrige Criteria Customized assistance tailored to your organization’s
needs Conferences and other learning events that showcase best
management practices The Missouri Quality Award for organizations recognized
as national role models
© 2012 Excellence in Missouri Foundation
How to Get Started
Many organizations tell EIMF that they are not ready to apply for the Missouri Quality Award. So, where do you get started?
Examiner Training
Assessments
Missouri Quality Award Process
Customized Consulting
Membership and Baldrige Community of Excellence Groups (BPEGs)
© 2012 Excellence in Missouri Foundation
Why Serve as an Examiner?
Many organizations choose to send examiners through the MQA process to become trained in the Baldrige Criteria.
Understanding the MQA Criteria has been compared to completing a “mini-MBA.” Through their training and assessment work, Examiners have the chance to learn how high-performing organizations have used the criteria to improve their own organizations.
Examiners also get an opportunity to develop their personal and analytical skills as they work with their fellow team members. The extensive insight they obtain as a result makes them a more valuable person when they bring this learning back to their regular job.
© 2012 Excellence in Missouri Foundation
Examiner Benefits
Strengthen your ability to use the Criteria for Performance Excellence for organizational assessment
Network with peers and enhance your own professional growth Review applications from leading organizations in Missouri to
learn how they achieve performance excellence Develop analytical and consensus building skills and a systems
perspective that can be applied to your organization Possibly participate in site visit reviews of the highest scoring
applicants
© 2012 Excellence in Missouri Foundation
Examiner Process and Commitments
Expert Examiner Training (3 Days for New Examiners) * 8 Hours General Examiner Training 20 – 30 Hours for Pre-Work 40 Hours for Individual Review 10 Hours for Consensus Prep 8-10 Hours for Consensus Meeting 8-10 Hours for Site Visit Training 1 week of Site Visit work (Sunday – Friday, 60 – 80 Hours, all
examiners stay in hotel near applicant with team)*$350 charge for training in 2012, HOWEVER, member organizations can send up to six
examiners free of charge. There is a $350 cancellation fee for examiners who do not complete site visit.
Examiner Hierarchy
New Examiner Returning Examiner – Typically serves 3 years before becoming a senior
examiner Senior Examiner – Skilled at comment writing, and diligent about
performing volunteer duties; shows promise as becoming a team leader Team Back-up – Ready to take on additional responsibility of helping
organize and assist with new examiners Team Leader – Shows leadership and responsibility, strong ability to
organize team activities, answer questions, and direct team members according to the criteria
Overseer – Expert on criteria, expected to oversee the team and make sure they are following proper procedures throughout the process
Judge – Neutral parties that read feedback reports from the teams, and make determinations on the recipients of the
Missouri Quality Award
Assessment Purpose
Identifies strengths on which to continue building Identifies next steps to enable achieving the next
level of performance Identifies the most important next steps to take Develops widespread understanding of the Baldrige
Performance Excellence/Management Model
Assessment Hierarchy
Advanced Level— Three-tiered program —
Determines and recognizes role models—Identifies strengths and key next steps
Intermediate Level
—Assesses interfaces—Builds knowledge of criteria terminology—Identifies strengths and key next steps
Entry Level—Assesses foundations
—Builds knowledge of management model—Identifies strengths and key next steps
Skilled Level—External Assessment
—Addresses full criteria for 3 categories + results
Malcolm Baldrige National Quality Award
Missouri Quality Award
Leadership Triad Application
Show Me More!
Show Me Challenge
Why Do the Show Me Challenge Assessment?
Educate Leadership Team - Baldrige is a top down approach.
Educate organization - Organization needs to have a basic understanding of the Baldrige model.
Conduct baseline organizational assessment against the Baldrige criteria
Show Me Challenge
Timeline is 3-6 months for most organizations Team of 6 OR 12 members of your mid-level
employees trained in Baldrige concepts Comprehensive Feedback Report based on the
Baldrige Criteria, written by EiMF staff that addresses Strengths and OFIs in each category Key Themes for the identification of next steps
Show Me” Internal Assessment Process
Team Training (1 day)
Leadership Interviews
FinalReport
EIMF developsFeedback
Report based onFindings
Consensus(1-2 days)
Walk Around Training
(2.5 hours)
Walk Around Interviews
After the Assessment…“Now What?”
Prioritize opportunities for improvement Develop action plans Execute the plans Measure progress
Show Me More Assessment
MQA Application
© 2012 Excellence in Missouri Foundation
Missouri Quality Award ProcessIt’s Not About a Trophy
The Missouri Quality Award is the state’s highest honor of recognition for an organization’s achievements in Performance Excellence and implementation of the Baldrige Criteria.
The MQA process is also a valuable tool that can be used to help an organization identify strengths and opportunities for improvement, regardless of whether an organization receives the award.
© 2012 Excellence in Missouri Foundation
Missouri Quality Award Process
1. An organization can apply to three different award levels.
Level 1 – Fifteen page application including Organization Profile, 6 process questions and 4 results
Level 2 – Thirty-five page application including Organization Profile, 24 process questions and 6 results
Level 3 – Full 50 page application, to apply for the Missouri Quality Award
© 2012 Excellence in Missouri Foundation
2. After application submission… Level 1 – Two senior examiners would lead application review
and feedback report Level 2 – Four examiners (1 Team Lead and 3 examiners)
perform application review and provide feedback report Level 3 – A team of 8-12 examiners from various sectors and
areas of the state perform an individual review of the application. The examiners formulate 6-8 feedback comments addressing each area of the criteria, identifying both strengths and opportunities for improvement. Each examiner spends an average of 60 hours during this stage.
Missouri Quality Award Process
© 2012 Excellence in Missouri Foundation
3. Consensus Process: Level 1 – Two examiners collaborate throughout process to
create feedback report Level 2 – Coordinate consensus with Level 3 depending on
Overseer availability, same process as Level 3 Level 3 – Following Individual Review, the team of examiners
come together for a one-day consensus meeting in July, identifying the Key Themes from the comments of all the examiners. During consensus, the team arrives on a score for the application.
Missouri Quality Award Process
© 2012 Excellence in Missouri Foundation
4. In August, the Board of Judges reviews the consensus scorebook from the teams and determines if an applicant will receive a site visit.
Missouri Quality Award Process
© 2012 Excellence in Missouri Foundation
5. Once a site visit has been awarded, the team of examiners travels in September to the applicant’s location for “walk arounds.” Level 1 – Proposing two ½ day visits separated by 1 to 2 weeks Level 2 – Coordinate with Level 3 site visits, proposing 2 ½
days Level 3 – After 2-3 days on-site, the team spends 2-3 days
compiling their final findings into a completed feedback report, usually approximately 50 pages.
Missouri Quality Award Process
© 2012 Excellence in Missouri Foundation
6. Based on the final report and scoring, the Board of Judges choose which applicants receive the respective award level.
Level 1 – Scoring range of 10-25% receives a Transition to Quality Certificate, scoring range of 30-45% receives a Basic Achievement in Quality Certificate
Level 2 – Scoring range of 10-25% receives a Transition to Quality Certificate, scoring range of 30-45% receives a Basic Achievement in Quality Certificate, scoring range of 50-65% receives Overall Achievement in Quality Certificate
Level 3 – Missouri Quality Award
Missouri Quality Award Process
© 2012 Excellence in Missouri Foundation
Missouri Quality Award Process
In November, the MQA recipients are recognized at the annual conference in Columbia, MO.
During the conference, examiners are also recognized for their dedication and service, and all attendees are invited to hear speeches from previous MQA recipients and past national Baldrige award recipients.
© 2012 Excellence in Missouri Foundation
Missouri Quality Award Recipients
There is no limit to the number of awards presented. Previous winners include: 2012 (2 recipients): Research Psychiatric Center (Kansas City), SSM Home Care (St.
Louis)
2011 (4 recipients): Federal Reserve Bank of Kansas City (Kansas City), SSM Health Care and SSM Integrated Health Technologies,(St. Louis), University of Missouri Health Care (Columbia)
2010 (6 recipients): Capital Region Medical Center (Jefferson City), Citizens Memorial Healthcare (Bolivar), Lake Regional Health System (Osage Beach), Mid-America Transplant Services (St. Louis), Saint Luke’s Health System (Kansas City), SSM Health Care (St. Louis)
2009 (3 recipients): Concordia Publishing House (St. Louis), Park Hill School District (Kansas City), St. Mary’s Health Center (Jefferson City)
2008 (5 recipients): Federal Reserve Bank of St. Louis (St. Louis), Midway USA (Columbia), Northwest Missouri State University (Maryville), SSM Integrated Health Technologies (St. Louis), SSM St. Francis Hospital and Health Services (Maryville)
Thoughts to Consider
Applicants who have completed a Show Me Challenge Assessment score, on average, 100 points higher on their state level application than those organizations who did not complete an internal assessment.
Of the seven Missouri Organizations who have received Baldrige, every one competed and won at the state level prior to applying to and winning Baldrige.
Thoughts to Consider
All of the Missouri Baldrige winners build their expertise of the criteria and the examination process by serving as an examiner at the state level.
The completion of an internal assessment aids in the completion of an application for the State or National level programs. The feedback report can be leveraged to respond to the criteria questions.
Customized Consulting
With expertise in all aspects of the Baldrige Performance Excellence and Business Management Model, EiMF can customize consulting services to your needs. Examples include: Focus Groups Balanced Scorecard Strategic Planning Core Competencies Communications Planning
Benefits of Membership
Entrance into local BPEG group for networking & educational experiences (cohort learning)
Discounts on workshops, conference & Quest events
Listing on EiMF promotional materials such as conference programs, website, etc.
FREE new examiner training for up to 6 employees ($350 value/each)
Membership Levels
Individual Organizational Membership Premium Membership
# Employees
2-15 16-50 51-75 76-99 100-199 200-499 500+ Stakeholder Supporter Collaborator Facilitator Leader Visionary Partner
Dues$150 $150 $250 $500 $750 $1,200 $2,000 $3,000 $3500+ $5K+ $10K+ $20K+ $35K+ $50K+ $75K+
Benefits Category 1 + + + + + + + + + + + + + + +
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