criteria for performance excellence

Criteria forPerformance

Excellence

Baldrige National Quality Program 2002

A Public-Private Partnership

Building active partnerships in the private sector—andbetween the private sector and all levels of government—isfundamental to the success of the Baldrige National QualityProgram in improving national competitiveness. Private-sector support for the Program in the form of funds,volunteer efforts, and participation in information transfercontinues to grow.

To ensure the continued growth and success of thesepartnerships, each of the following organizations plays animportant role.

Foundation for the Malcolm BaldrigeNational Quality Award

The Foundation for the Malcolm Baldrige National QualityAward was created to foster the success of the Program.The Foundation’s main objective is to raise funds to per-manently endow the Award Program.

Prominent leaders from U.S. organizations serve asFoundation Trustees to ensure that the Foundation’sobjectives are accomplished. A broad cross section oforganizations throughout the United States providesfinancial support to the Foundation.

National Institute of Standards andTechnology

The U.S. Department of Commerce is responsible for theBaldrige National Quality Program and the Award. TheNational Institute of Standards and Technology (NIST), anagency of the Department’s Technology Administration,manages the Baldrige Program. NIST promotes U.S.economic growth by working with industry to develop anddeliver the high-quality measurement tools, data, andservices necessary for the nation’s technology infrastructure.NIST also participates in a unique, government–private-sector partnership to accelerate the development of high-risk technologies that promise significant commercial andeconomic benefits. Through a network of technologyextension centers and field offices serving all 50 states andPuerto Rico, NIST helps small- and medium-sized busi-nesses access the information and expertise they need toimprove their competitiveness in the global marketplace.

American Society for Quality

The American Society for Quality (ASQ) assists in adminis-tering the Award Program under contract to NIST. ASQ isdedicated to the ongoing development, advancement, andpromotion of quality concepts, principles, and techniques.ASQ strives to be the world’s recognized champion andleading authority on all issues related to quality. ASQrecognizes that continuous quality improvement will helpthe favorable positioning of American goods and services inthe international marketplace.

Board of Overseers

The Board of Overseers advises the Department of Com-merce on the Baldrige National Quality Program. Theboard is appointed by the Secretary of Commerce andconsists of distinguished leaders from all sectors of the U.S.economy.

The Board of Overseers evaluates all aspects of the Pro-gram, including the adequacy of the Criteria and processesfor determining Award recipients. An important part of theboard’s responsibility is to assess how well the Program isserving the national interest. Accordingly, the board makesrecommendations to the Secretary of Commerce and to theDirector of NIST regarding changes and improvements inthe Program.

Board of Examiners

The Board of Examiners evaluates Award applications andprepares feedback reports. The Panel of Judges, part of theBoard of Examiners, makes Award recommendations to theDirector of NIST. The board consists of leading U.S.business, education, and health care experts. NIST selectsmembers through a competitive application process. For2002, the board consists of about 400 members. Of these, 9 (who are appointed by the Secretary of Commerce) serveas Judges, and approximately 60 serve as Senior Examiners.The remainder serve as Examiners. All members of theboard must take part in an Examiner preparation course.

In addition to reviewing applications, board members playa significant role in sharing information about the BaldrigeProgram. Their membership in hundreds of professional,trade, community, and state organizations helps them dis-seminate this information.

Award Recipients

Award recipients are required to share information on theirsuccessful performance and quality strategies with otherU.S. organizations. However, recipients are not required toshare proprietary information, even if such information waspart of their Award application. The principal mechanismfor sharing information is the annual Quest for ExcellenceConference.

Award recipients in the 14 years of the Award have beenextremely generous in their commitment to improving U.S.competitiveness and furthering the U.S. pursuit of perfor-mance excellence. They have shared information withhundreds of thousands of companies, education institutions,health care organizations, government agencies, and others.This sharing far exceeds expectations and Program require-ments. Award recipients’ efforts have encouraged manyother organizations in all sectors of the U.S. economy toundertake their own performance improvement efforts.

THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD PROGRAM

Baldrige National Quality ProgramNational Institute of Standards and Technology • Technology Administration • Department of Commerce

To: U.S. Business Community

From: Harry S. Hertz, DirectorBaldrige National Quality Program

Subject: The Baldrige Challenge

For 14 years, the Baldrige Criteria have been used by thousands of U.S. organizations to stay abreast of ever-increasingcompetition and to improve performance. In today’s business environment, the Criteria help organizations respond tothe rapid pace of innovation, to a focus on core competencies, and to the challenges of outsourcing and supply chainmanagement. Whether your business is small or large, is involved in service or manufacturing, or has one office ormultiple sites across the globe, the Criteria provide a valuable framework that can help you plan in an uncertainenvironment. Use the Criteria to assess performance on a wide range of key business indicators: customer, product andservice, financial, human resource, and operational. The Criteria can help you align resources; improve communica-tion, productivity, and effectiveness; and achieve strategic goals.

How do you begin that first Baldrige assessment? Take a few minutes and scan the questions in the OrganizationalProfile on pages 10–11. Your first Baldrige assessment might be as simple as a discussion of the answers to thesequestions. For additional guidance, refer to our free booklet, Getting Started with the Baldrige National Quality ProgramCriteria for Performance Excellence: A Guide to Self-Assessment and Action.

If you are ready to take the full Baldrige challenge, you can perform a self-assessment as an internal improvementeffort, or you can use your self-assessment as the basis for an Award application. Assessment against all sevenCategories of the Criteria (see pages 12–28) allows you to identify strengths and to target opportunities for improvingyour processes and results. In the most competitive business sectors, organizations with world-class business results areable to achieve a score above 600 on the 1,000-point Baldrige scale. Organizations early in their performance improve-ment journey frequently score around 200 points.

Do you believe you have been making progress but want to accelerate or better focus your efforts? Try using oursimple questionnaire, Are We Making Progress? This employee questionnaire, to be released early in 2002, addressestopics important to your employees and is organized according to the seven Baldrige Criteria Categories. It will helpyou check your progress toward meeting your organizational goals and will improve communication among youremployees and your leadership team.

Even if you don’t expect to win the Baldrige Award, submitting an Award application has valuable benefits. Everyapplicant receives a detailed feedback report based on an independent, external assessment conducted by a panel ofspecially trained and recognized experts.

The Criteria are in your hands . . . so is an incredible opportunity. Why not take the challenge? Regardless of yourorganization’s past success, when you turn these pages, you turn the corner toward performance excellence. If you wantmore information, contact me at [email protected].

The Criteria are in your hands . . . so is an incredible opportunity. Why not take the challenge? Regardless of yourorganization’s past success, when you turn these pages, you turn the corner toward performance excellence. If you wantmore information, contact me at [email protected].

Baldrige National Quality Program • NIST • Administration Building, Room A600 • 100 Bureau Drive, Stop 1020 • Gaithersburg, MD 20899-1020Telephone (301) 975-2036 • Fax (301) 948-3716 • E-mail: [email protected] • Web site: www.quality.nist.gov

Need some useful tools to meet the Baldrige Challenge? Try using• Getting Started with the Baldrige National Quality Program• E-Baldrige Self-Assessment and Action Planning, found

on our Web site at www.quality.nist.gov• Are We Making Progress?

Contact the Baldrige National Quality Program for these and other educational materials.

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QUEST FOR EXCELLENCE

The Malcolm Baldrige National Quality Award

The Award crystal, composed of two solid crystal prismaticforms, stands 14 inches tall. The crystal is held in a base ofblack anodized aluminum with the Award recipient’s nameengraved on the base. A 22-karat gold-plated medallion iscaptured in the front section of the crystal. The medal bearsthe inscriptions “Malcolm Baldrige National QualityAward” and “The Quest for Excellence” on one side andthe Presidential Seal on the other.

The President of the United States traditionally presentsthe Awards at a special ceremony in Washington, DC.

Crystal by Steuben

Quest for Excellence XIV Conference

Each year, Quest for Excellence, the official conferenceof the Malcolm Baldrige National Quality Award,provides a forum for Baldrige Award recipients to sharetheir exceptional performance practices with worldwideleaders in business, education, health care, and not-for-profit organizations. Quest for Excellence XIV willshowcase the year 2001 Award recipients.

For the last 13 years, executives, managers, and qualityleaders have come to this conference to learn how theserole model organizations have achieved performanceexcellence. CEOs and other leaders from the Awardrecipients give presentations covering all seven Cate-gories of the Baldrige Criteria, their journey to perfor-mance excellence, and their lessons learned. At this three-day conference designed to maximize learning and networking opportunities, attendees will be able to interact with Award recipients.

The Quest for Excellence XIV Conference will be heldApril 7–10, 2002, at the Marriott Wardman Park Hotelin Washington, DC. For further information, contact theBaldrige Program by mail: Baldrige National QualityProgram, NIST, Administration Building, Room A600,100 Bureau Drive, Stop 1020, Gaithersburg, MD 20899-1020; telephone: (301) 975-2036; fax: (301) 948-3716; orE-mail: [email protected]. For a general overview of theBaldrige National Quality Program, visit its Web site:www.quality.nist.gov.

The Malcolm Baldrige National Quality Award logo and the phrases “Quest for Excellence”and “Performance Excellence” are trademarks and service marks of the

National Institute of Standards and Technology.

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CONTENTS

1 2002 Criteria: Core Values, Concepts, and Framework

6 Key Characteristics of the Criteria

7 Changes from the 2001 Criteria

9 2002 Criteria for Performance Excellence—Item Listing

10 2002 Criteria for Performance Excellence

10 Preface: Organizational Profile

12 1 Leadership

14 2 Strategic Planning

16 3 Customer and Market Focus

18 4 Information and Analysis

20 5 Human Resource Focus

23 6 Process Management

26 7 Business Results

29 Glossary of Key Terms

34 2002 Criteria: Category and Item Descriptions

47 Scoring System

48 Scoring Guidelines

50 2002 Criteria Response Guidelines

54 Applying for the Malcolm Baldrige National Quality Award

55 Summary of Business Eligibility Categories and Restrictions

56 How to Order Copies of Baldrige Program Materials

57 Fees for the 2002 Award Cycle

If you plan to apply for the Award in 2002, you also will need the booklet entitled Baldrige Award Application Forms.

Ordering instructions are given on page 56.Eligibility Forms due—April 16, 2002 Award Applications due—May 30, 2002

We are easy to reach. Our Web address is www.quality.nist.gov.

Education and health care organizations should use the appropriate Criteria booklets for their respective sectors. See page 56 for ordering information.

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Criteria Purposes

The Criteria are the basis for organizational self-assessments, for making Awards, and for giving feedback to applicants. In addition, the Criteria have three impor-tant roles in strengthening U.S. competitiveness:

■ to help improve organizational performance practices,capabilities, and results

■ to facilitate communication and sharing of best prac-tices information among U.S. organizations of all types

■ to serve as a working tool for understanding andmanaging performance and for guiding planning andopportunities for learning

Criteria for Performance Excellence Goals

The Criteria are designed to help organizations use anintegrated approach to organizational performancemanagement that results in

■ delivery of ever-improving value to customers,contributing to marketplace success

■ improvement of overall organizational effectivenessand capabilities

■ organizational and personal learning

Core Values and Concepts

The Criteria are built upon the following set of interrelatedCore Values and Concepts:

■ visionary leadership■ customer-driven excellence■ organizational and personal learning■ valuing employees and partners■ agility■ focus on the future■ managing for innovation■ management by fact■ public responsibility and citizenship■ focus on results and creating value■ systems perspective

These values and concepts, described below, are embeddedbeliefs and behaviors found in high-performing organiza-tions. They are the foundation for integrating key businessrequirements within a results-oriented framework thatcreates a basis for action and feedback.

Visionary Leadership

An organization’s senior leaders should set directions andcreate a customer focus, clear and visible values, and highexpectations. The directions, values, and expectationsshould balance the needs of all your stakeholders. Your

leaders should ensure the creation of strategies, systems,and methods for achieving excellence, stimulating innova-tion, and building knowledge and capabilities. The valuesand strategies should help guide all activities and decisionsof your organization. Senior leaders should inspire andmotivate your entire workforce and should encourage allemployees to contribute, to develop and learn, to be inno-vative, and to be creative.

Senior leaders should serve as role models through theirethical behavior and their personal involvement in planning,communications, coaching, development of future leaders,review of organizational performance, and employee rec-ognition. As role models, they can reinforce values andexpectations while building leadership, commitment, andinitiative throughout your organization.

Customer-Driven Excellence

Quality and performance are judged by an organization’s cus-tomers. Thus, your organization must take into account allproduct and service features and characteristics and all modesof customer access that contribute value to your customersand lead to customer acquisition, satisfaction, preference,referral, and loyalty and to business expansion. Customer-driven excellence has both current and future components:understanding today’s customer desires and anticipatingfuture customer desires and marketplace offerings.

Value and satisfaction may be influenced by many factorsthroughout your customers’ overall purchase, ownership,and service experiences. These factors include your organi-zation’s relationship with customers that helps build trust,confidence, and loyalty.

Customer-driven excellence means much more than reduc-ing defects and errors, merely meeting specifications, orreducing complaints. Nevertheless, reducing defects anderrors and eliminating causes of dissatisfaction contribute toyour customers’ view of your organization and thus also areimportant parts of customer-driven excellence. In addition,your organization’s success in recovering from defects andmistakes (“making things right for your customer”) is crucialto retaining customers and building customer relationships.

Customer-driven organizations address not only the prod-uct and service characteristics that meet basic customerrequirements but also those features and characteristics thatdifferentiate products and services from competing offerings.Such differentiation may be based upon new or modifiedofferings, combinations of product and service offerings,customization of offerings, multiple access mechanisms,rapid response, or special relationships.

Customer-driven excellence is thus a strategic concept. It isdirected toward customer retention, market share gain, andgrowth. It demands constant sensitivity to changing and emer-ging customer and market requirements and to the factors

2002 CRITERIA: CORE VALUES, CONCEPTS, AND FRAMEWORK

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that drive customer satisfaction and retention. It demandsanticipating changes in the marketplace. Therefore, custo-mer-driven excellence demands awareness of developments intechnology and competitors’ offerings, as well as rapid andflexible response to customer and market requirements.

Organizational and Personal Learning

Achieving the highest levels of business performance requiresa well-executed approach to organizational and personallearning. Organizational learning includes both continuousimprovement of existing approaches and adaptation tochange, leading to new goals and/or approaches. Learningneeds to be embedded in the way your organization operates.This means that learning (1) is a regular part of daily work;(2) is practiced at personal, work unit, and organizationallevels; (3) results in solving problems at their source (“rootcause”); (4) is focused on sharing knowledge throughout yourorganization; and (5) is driven by opportunities to effectsignificant change and to do better. Sources for learninginclude employees’ ideas, research and development (R&D),customers’ input, best practice sharing, and benchmarking.

Organizational learning can result in (1) enhancing value tocustomers through new and improved products and services;(2) developing new business opportunities; (3) reducingerrors, defects, waste, and related costs; (4) improving re-sponsiveness and cycle time performance; (5) increasingproductivity and effectiveness in the use of all resourcesthroughout your organization; and (6) enhancing yourorganization’s performance in fulfilling its public responsi-bilities and service as a good citizen.

Employees’ success depends increasingly on having oppor-tunities for personal learning and practicing new skills. Or-ganizations invest in employees’ personal learning througheducation, training, and other opportunities for continuinggrowth. Such opportunities might include job rotation andincreased pay for demonstrated knowledge and skills. On-the-job training offers a cost-effective way to train and tobetter link training to your organizational needs and prior-ities. Education and training programs may benefit fromadvanced technologies, such as computer- and Internet-based learning and satellite broadcasts.

Personal learning can result in (1) more satisfied andversatile employees who stay with the organization, (2) organizational cross-functional learning, and (3) animproved environment for innovation.

Thus, learning is directed not only toward better productsand services but also toward being more responsive, adap-tive, and efficient—giving your organization marketplacesustainability and performance advantages.

Valuing Employees and Partners

An organization’s success depends increasingly on theknowledge, skills, creativity, and motivation of its employeesand partners.

Valuing employees means committing to their satisfaction,development, and well-being. Increasingly, this involvesmore flexible, high-performance work practices tailored toemployees with diverse workplace and home life needs.Major challenges in the area of valuing employees include(1) demonstrating your leaders’ commitment to youremployees’ success, (2) recognition that goes beyond theregular compensation system, (3) development and progres-sion within your organization, (4) sharing your organiza-tion’s knowledge so your employees can better serve yourcustomers and contribute to achieving your strategic objec-tives, and (5) creating an environment that encourages risktaking.

Organizations need to build internal and external partner-ships to better accomplish overall goals. Internal partner-ships might include labor-management cooperation, such asagreements with unions. Partnerships with employees mightentail employee development, cross-training, or new workorganizations, such as high-performance work teams.Internal partnerships also might involve creating networkrelationships among your work units to improve flexibility,responsiveness, and knowledge sharing.

External partnerships might be with customers, suppliers,and education organizations. Strategic partnerships oralliances are increasingly important kinds of externalpartnerships. Such partnerships might offer entry into newmarkets or a basis for new products or services. Also,partnerships might permit the blending of your organiza-tion’s core competencies or leadership capabilities with thecomplementary strengths and capabilities of partners.

Successful internal and external partnerships developlonger-term objectives, thereby creating a basis for mutualinvestments and respect. Partners should address the keyrequirements for success, means for regular communication,approaches to evaluating progress, and means for adaptingto changing conditions. In some cases, joint education andtraining could offer a cost-effective method for employeedevelopment.

Agility

Success in globally competitive markets demands agility—a capacity for rapid change and flexibility. All aspects of e-commerce require and enable more rapid, flexible, andcustomized responses. Businesses face ever-shorter cyclesfor the introduction of new/improved products and services,as well as for faster and more flexible response to customers.Major improvements in response time often require simpli-fication of work units and processes and/or the ability forrapid changeover from one process to another. Cross-trained and empowered employees are vital assets in such ademanding environment.

A major success factor in meeting competitive challenges isthe design-to-introduction (product/service initiation) cycletime. To meet the demands of rapidly changing global

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markets, organizations need to carry out stage-to-stageintegration (such as concurrent engineering) of activitiesfrom research/concept to commercialization.

All aspects of time performance now are more critical, andcycle time has become a key process measure. Otherimportant benefits can be derived from this focus on time;time improvements often drive simultaneous improvementsin organization, quality, cost, and productivity.

Focus on the Future

In today’s competitive environment, a focus on the futurerequires understanding the short- and longer-term factorsthat affect your business and marketplace. Pursuit ofsustainable growth and market leadership requires a strongfuture orientation and a willingness to make long-termcommitments to key stakeholders—your customers, em-ployees, suppliers and partners, stockholders, the public,and your community. Your organization’s planning shouldanticipate many factors, such as customers’ expectations,new business and partnering opportunities, the increasinglyglobal marketplace, technological developments, theevolving e-commerce environment, new customer andmarket segments, evolving regulatory requirements, com-munity/societal expectations, and strategic moves bycompetitors. Strategic objectives and resource allocationsneed to accommodate these influences. A focus on thefuture includes developing employees and suppliers, creat-ing opportunities for innovation, and anticipating publicresponsibilities.

Managing for Innovation

Innovation means making meaningful change to improve anorganization’s products, services, and processes and tocreate new value for the organization’s stakeholders. Inno-vation should lead your organization to new dimensions ofperformance. Innovation is no longer strictly the purview ofresearch and development departments; innovation is impor-tant for all aspects of your business and all processes. Organi-zations should be led and managed so that innovation be-comes part of the culture and is integrated into daily work.

Management by Fact

Organizations depend on the measurement and analysis ofperformance. Such measurements should derive from busi-ness needs and strategy, and they should provide criticaldata and information about key processes, outputs, andresults. Many types of data and information are needed forperformance management. Performance measurementshould include customer, product, and service performance;comparisons of operational, market, and competitive per-formance; and supplier, employee, and cost and financialperformance.

Analysis refers to extracting larger meaning from data andinformation to support evaluation, decision making, andoperational improvement. Analysis entails using data to

determine trends, projections, and cause and effect thatmight not otherwise be evident. Analysis supports a varietyof purposes, such as planning, reviewing your overallperformance, improving operations, change management,and comparing your performance with competitors’ or with“best practices” benchmarks.

A major consideration in performance improvement andchange management involves the selection and use ofperformance measures or indicators. The measures orindicators you select should best represent the factors that lead toimproved customer, operational, and financial performance. Acomprehensive set of measures or indicators tied to customerand/or organizational performance requirements represents aclear basis for aligning all activities with your organization’sgoals. Through the analysis of data from your trackingprocesses, your measures or indicators themselves may beevaluated and changed to better support your goals.

Public Responsibility and Citizenship

An organization’s leaders should stress its responsibilities tothe public and the need to practice good citizenship. Theseresponsibilities refer to basic expectations of your organiza-tion related to business ethics and protection of publichealth, safety, and the environment. Protection of health,safety, and the environment includes your organization’soperations, as well as the life cycles of your products andservices. Also, organizations should emphasize resourceconservation and waste reduction at the source. Planningshould anticipate adverse impacts from production, distribu-tion, transportation, use, and disposal of your products.Effective planning should prevent problems, provide for aforthright response if problems occur, and make availableinformation and support needed to maintain public aware-ness, safety, and confidence.

For many organizations, the product design stage is criticalfrom the point of view of public responsibility. Designdecisions impact your production processes and often thecontent of municipal and industrial wastes. Effective designstrategies should anticipate growing environmental con-cerns and responsibilities.

Organizations should not only meet all local, state, andfederal laws and regulatory requirements, but they shouldtreat these and related requirements as opportunities forimprovement “beyond mere compliance.” This requires the use of appropriate measures in managing publicresponsibility.

Practicing good citizenship refers to leadership andsupport—within the limits of an organization’s resources—of publicly important purposes. Such purposes mightinclude improving education and health care in yourcommunity, environmental excellence, resource conserva-tion, community service, improving industry and businesspractices, and sharing nonproprietary information. Leader-ship as a corporate citizen also entails influencing other

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organizations, private and public, to partner for thesepurposes. For example, your organization might lead orparticipate in efforts to help define the obligations of yourindustry to its communities.

Focus on Results and Creating Value

An organization’s performance measurements need to focuson key results. Results should be used to create and balancevalue for your key stakeholders—customers, employees,stockholders, suppliers and partners, the public, and thecommunity. By creating value for your key stakeholders,your organization builds loyalty and contributes to growingthe economy. To meet the sometimes conflicting andchanging aims that balancing value implies, organizationalstrategy should explicitly include key stakeholder require-ments. This will help ensure that actions and plans meetdiffering stakeholder needs and avoid adverse impacts onany stakeholders. The use of a balanced composite ofleading and lagging performance measures offers an effec-tive means to communicate short- and longer-term priori-ties, monitor actual performance, and provide a clear basisfor improving results.

Systems Perspective

The Baldrige Criteria provide a systems perspective formanaging your organization to achieve performance excel-lence. The Core Values and the seven Baldrige Categoriesform the building blocks and the integrating mechanism forthe system. However, successful management of overall per-formance requires organization-specific synthesis and align-ment. Synthesis means looking at your organization as awhole and builds upon key business requirements, includingyour strategic objectives and action plans. Alignment meansusing the key linkages among requirements given in theBaldrige Categories, including the key measures/indicators.

Alignment is depicted in the Baldrige framework on page 5.Alignment includes your senior leaders’ focus on strategicdirections and on your customers. It means that your seniorleaders monitor, respond to, and manage performance basedon your business results. Alignment includes using yourmeasures/indicators to link your key strategies with yourkey processes and align your resources to improve overallperformance and satisfy customers.

Thus, a systems perspective means managing your wholeorganization, as well as its components, to achieve success.

Criteria for Performance ExcellenceFramework

The Core Values and Concepts are embodied in sevenCategories, as follows:

1 Leadership

2 Strategic Planning

3 Customer and Market Focus

4 Information and Analysis

5 Human Resource Focus

6 Process Management

7 Business Results

The figure on page 5 provides the framework connectingand integrating the Categories.

From top to bottom, the framework has the following basicelements.

Organizational Profile

Your Organizational Profile (top of figure) sets the contextfor the way your organization operates. Your environment,key working relationships, and strategic challenges serve asan overarching guide for your organizational performancemanagement system.

System

The system is composed of the six Baldrige Categories inthe center of the figure that define the organization, itsoperations, and its results.

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2 StrategicPlanning

1 Leadership

5 Human Resource

Focus

6 Process

Management

4 Information and Analysis

Organizational Profile:Environment, Relationships, and Challenges

3 Customer and Market Focus

7 BusinessResults

Baldrige Criteria for Performance Excellence Framework: A Systems Perspective

Leadership (Category 1), Strategic Planning (Category 2),and Customer and Market Focus (Category 3) represent theleadership triad. These Categories are placed together toemphasize the importance of a leadership focus on strategyand customers. Senior leaders set your organizational direc-tion and seek future opportunities for your organization.

Human Resource Focus (Category 5), Process Management(Category 6), and Business Results (Category 7) representthe results triad. Your organization’s employees and its keyprocesses accomplish the work of the organization thatyields your business results.

All actions point toward Business Results—a composite ofcustomer, financial, and operational performance results,including human resource results and public responsibility.

The horizontal arrow in the center of the framework linksthe leadership triad to the results triad, a linkage critical toorganizational success. Furthermore, the arrow indicates thecentral relationship between Leadership (Category 1) andBusiness Results (Category 7). The two-headed arrowindicates the importance of feedback in an effective perfor-mance management system.

Information and Analysis

Information and Analysis (Category 4) are critical to theeffective management of your organization and to a fact-based system for improving performance and competitive-ness. Information and analysis serve as a foundation for theperformance management system.

Criteria Structure

The seven Criteria Categories shown in the figure aresubdivided into Items and Areas to Address.

Items

There are 18 Items, each focusing on a major requirement.Item titles and point values are given on page 9. The Itemformat is shown on page 50.

Areas to Address

Items consist of one or more Areas to Address (Areas).Organizations should address their responses to the specificrequirements of these Areas.

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KEY CHARACTERISTICS OF THE CRITERIA

1. The Criteria focus on business results.

The Criteria focus on the key areas of business perfor-mance, given below.

Business performance areas:

(1) customer-focused results

(2) financial and market results

(3) human resource results

(4) organizational effectiveness results, includingoperational and supplier performance

The use of this composite of indicators is intended toensure that strategies are balanced—that they do notinappropriately trade off among important stakeholders,objectives, or short- and longer-term goals.

2. The Criteria are nonprescriptive and adaptable.

The Criteria are made up of results-oriented require-ments. However, the Criteria do not prescribe

■ that your organization should or should not havedepartments for quality, planning, or other func-tions;

■ how your organization should be structured; or

■ that different units in your organization should bemanaged in the same way.

These factors differ among organizations, and they arelikely to change as needs and strategies evolve.

The Criteria are nonprescriptive for the followingreasons:

(1) The focus is on results, not on procedures, tools, ororganizational structure. Organizations are encour-aged to develop and demonstrate creative, adaptive,and flexible approaches for meeting basic require-ments. Nonprescriptive requirements are intendedto foster incremental and major (“breakthrough”)improvements, as well as basic change.

(2) Selection of tools, techniques, systems, and organ-izational structure usually depends on factors suchas business type and size, your organization’s stageof development, and employee capabilities andresponsibilities.

(3) Focus on common requirements, rather than oncommon procedures, fosters better understanding,communication, sharing, and alignment, whilesupporting innovation and diversity in approaches.

3. The Criteria support a systems perspective tomaintaining organization-wide goal alignment.

The systems perspective to goal alignment is embeddedin the integrated structure of the Core Values and Con-cepts, the Organizational Profile, the Criteria, and theresults-oriented, cause-effect linkages among the CriteriaItems.

Alignment in the Criteria is built around connecting andreinforcing measures derived from your organization’sprocesses and strategy. These measures tie directly tocustomer value and to overall performance. The use ofmeasures thus channels different activities in consistentdirections with less need for detailed procedures, central-ized decision making, or process management. Measuresthereby serve both as a communications tool and a basisfor deploying consistent overall performance require-ments. Such alignment ensures consistency of purposewhile also supporting agility, innovation, and decentral-ized decision making.

A systems perspective to goal alignment, particularlywhen strategy and goals change over time, requiresdynamic linkages among Criteria Items. In the Criteria,action-oriented cycles of learning take place via feedbackbetween processes and results.

The learning cycles have four, clearly defined stages:

(1) planning, including design of processes, selectionof measures, and deployment of requirements

(2) execution of plans

(3) assessment of progress, taking into account internaland external results

(4) revision of plans based upon assessment findings,learning, new inputs, and new requirements

4. The Criteria support goal-based diagnosis.

The Criteria and the Scoring Guidelines make up a two-part diagnostic (assessment) system. The Criteria are a setof 18 performance-oriented requirements. The ScoringGuidelines spell out the assessment dimensions—Approach, Deployment, and Results—and the key factorsused to assess each dimension. An assessment thus pro-vides a profile of strengths and opportunities for im-provement relative to the 18 basic requirements. In thisway, assessment leads to actions that contribute to per-formance improvement in all areas, as described in theshaded box above. This diagnostic assessment is a usefulmanagement tool that goes beyond most performancereviews and is applicable to a wide range of strategies andmanagement systems.

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The Criteria for Performance Excellence have evolved sig-nificantly over time to help businesses address a dynamicmarketplace, focus on strategy-driven performance, andmanage for results that balance the needs of all stakehold-ers. The Criteria have continually progressed toward a sys-tems perspective of overall organizational performancemanagement.

Each year, the decision whether to revise the Criteria mustbalance two contrasting considerations. On one hand, thereis a need to maintain Criteria that are at the leading edge ofvalidated management practice to help users address theincreasingly complex challenges they face; on the otherhand, there is a desire to stabilize the Criteria to allow usersto have continuity in their use of the Criteria. Recognizingthe significant challenges associated with the changes inCategories 4 (Information and Analysis) and 6 (ProcessManagement) made in the 2001 Criteria and the challeng-ing systems perspective provided by linkage to the newOrganizational Profile, the decision was made to make norevisions to the Criteria for 2002. In addition, no revisionswere made to the Item Notes or Category and ItemDescriptions.

The most significant changes in the Criteria book for 2002are summarized as follows:

■ The Glossary of Key Terms has been almost doubledin size.

■ A new diagram has been added to describe the stepstoward a mature process approach.

Minor wording improvements have been made in othersections of the Criteria book, with the sections specificallymentioned above excluded from any changes.

Glossary of Key Terms

In total, 19 new words have been added to the glossary.Several of these words often are used in groupings:

■ basic requirements, overall requirements, multiplerequirements

■ purpose, vision, mission, values

■ goals, performance projections,benchmarks (previously defined)

■ levels, trends

■ alignment (previously defined), integration

The glossary definitions should help clarify the meaning ofthese terms and their relationship to the other terms withinthese groupings.

Process Approach Diagram (page 49)

A diagram and brief descriptors have been provided to helpCriteria users understand the growth in organizationalmaturity associated with progress from “reacting to prob-lems” to an “integrated approach” to process management.

Are We Making Progress?

If you have been using the Baldrige Criteria in yourorganization and want to evaluate how much progresshas been made, consider requesting our recentlydeveloped employee questionnaire, Are We MakingProgress? This short questionnaire is organized accord-ing to the seven Baldrige Criteria Categories. You canuse it with your senior leadership team, with a selectsubset of your employees, or with all employees. Theresponses you receive could help you improve yourcommunications and help focus your improvementefforts.

For further information, contact

Baldrige National Quality ProgramNational Institute of Standards and Technology Administration Building, Room A600100 Bureau Drive, Stop 1020Gaithersburg, MD 20899-1020Telephone: (301) 975-2036Fax: (301) 948-3716E-mail: [email protected] site: www.quality.nist.gov

CHANGES FROM THE 2001 CRITERIA

9

P Preface: Organizational Profile

P.1 Organizational Description

P.2 Organizational Challenges

2002 Categories/Items Point Values

1 Leadership 120

1.1 Organizational Leadership 80

1.2 Public Responsibility and Citizenship 40

2 Strategic Planning 85

2.1 Strategy Development 40

2.2 Strategy Deployment 45

3 Customer and Market Focus 85

3.1 Customer and Market Knowledge 40

3.2 Customer Relationships and Satisfaction 45

4 Information and Analysis 90

4.1 Measurement and Analysis of Organizational Performance 50

4.2 Information Management 40

5 Human Resource Focus 85

5.1 Work Systems 35

5.2 Employee Education, Training, and Development 25

5.3 Employee Well-Being and Satisfaction 25

6 Process Management 85

6.1 Product and Service Processes 45

6.2 Business Processes 25

6.3 Support Processes 15

7 Business Results 450

7.1 Customer-Focused Results 125

7.2 Financial and Market Results 125

7.3 Human Resource Results 80

7.4 Organizational Effectiveness Results 120

TOTAL POINTS 1000

2002 CRITERIA FOR PERFORMANCE EXCELLENCE—ITEM LISTING

Note: The Scoring System used with the Criteria Itemsin a Baldrige assessment can be found on pages 47–48.

10

The Organizational Profile is a snapshot of your organization, the key influences on how you operate, and the keychallenges you face.

P.1 Organizational DescriptionDescribe your organization’s business environment and your key relationships with customers, suppliers,and other partners.

Within your response, include answers to the following questions:

a. Organizational Environment(1) What are your organization’s main products and/or services? Include a description of how they are

delivered to customers.

(2) What is your organizational context/culture? Include your purpose, vision, mission, and values, asappropriate.

(3) What is your employee profile? Include educational levels, workforce and job diversity, bargaining units,use of contract employees, and special safety requirements, as appropriate.

(4) What are your major technologies, equipment, and facilities?

(5) What is the regulatory environment under which your organization operates? Include occupationalhealth and safety regulations; accreditation requirements; and environmental, financial, and productregulations.

b. Organizational Relationships(1) What are your key customer groups and/or market segments? What are their key requirements for your

products and services? Include how these requirements differ among customer groups and/or marketsegments, as appropriate.

(2) What are your most important types of suppliers and dealers and your most important supply chainrequirements? What are your key supplier and customer partnering relationships and communicationmechanisms?

Notes:

2002 CRITERIA FOR PERFORMANCE EXCELLENCE

P Preface: Organizational Profile

N1. Customer group and market segment require-ments (P.1b[1]) might include on-time delivery, lowdefect levels, price reductions, electronic communica-tion, and after-sales service.

N2. Communication mechanisms (P.1b[2]) should betwo-way and might be in person, electronic, by tele-phone, and/or written. For many organizations, thesemechanisms might be changing.

Item notes serve three purposes: (1) to clarify terms or requirements presented in Items, (2) to give instructions onresponding to the Criteria Item requirements, and (3) to indicate key linkages to other Items. In all cases, the intentis to help you respond to the Item requirements.

For definitions of the following key terms, see pages 30–33: how, mission, purpose, values, and vision.

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Importance of Your Organizational Profile

Your Organizational Profile is critically important because

• it is the most appropriate starting point for self-assessment and for writing an application;

• it helps you identify potential gaps in key information and focus on key performance requirements and businessresults;

• it is used by the Examiners and Judges in all stages of application review, including the site visit, to understandyour organization and what you consider important; and

• it also may be used by itself for an initial self-assessment. If you identify topics for which conflicting, little, or noinformation is available, it is possible that your assessment need go no further and you can use these topics foraction planning.

Page Limit

For Baldrige Award applicants, the Organizational Profile is limited to five pages. These are not counted in the overall application page limit. Typing and format instructions for the Organizational Profile are the same as for theapplication. These instructions are given in the Baldrige Award Application Forms booklet. Ordering information isgiven on page 56.

N1. Factors (P.2a[2]) might include differentiatorssuch as price leadership, design services, e-services,geographic proximity, and warranty and productoptions.

N2. Challenges (P.2b) might include electroniccommunication with businesses and end-use con-sumers, reduced product introduction cycle times,mergers and acquisitions, global marketing and

competition, customer retention, staff retention, andvalue chain integration.

N3. Performance improvement (P.2c) is an assessmentdimension used in the Scoring System to evaluate thematurity of organizational approaches and deploy-ment (see pages 47–48). This question is intended tohelp you and the Baldrige Examiners set a context foryour approach to performance improvement.

P.2 Organizational ChallengesDescribe your organization’s competitive environment, your key strategic challenges, and your system forperformance improvement.


a. Competitive Environment(1) What is your competitive position? Include your relative size and growth in your industry and the

numbers and types of your competitors.

(2) What are the principal factors that determine your success relative to your competitors? Include anychanges taking place that affect your competitive situation.

b. Strategic Challenges What are your key strategic challenges? Include operational, human resource, business, and global chal-lenges, as appropriate.

c. Performance Improvement SystemHow do you maintain an organizational focus on performance improvement? Include your approach tosystematic evaluation and improvement of key processes and to fostering organizational learning andknowledge sharing.

Notes:

For definitions of the following key terms, see page 33: strategic challenges and systematic.

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1 Leadership (120 pts.)

The Leadership Category examines how your organization’s senior leaders address values, directions, and performanceexpectations, as well as a focus on customers and other stakeholders, empowerment, innovation, and learning. Alsoexamined is how your organization addresses its responsibilities to the public and supports its key communities.

1.1 Organizational Leadership (80 pts.) Approach-Deployment

Describe how senior leaders guide your organization, including how they review organizationalperformance.


a. Senior Leadership Direction(1) How do senior leaders set and deploy organizational values, short- and longer-term directions, and

performance expectations, including a focus on creating and balancing value for customers and otherstakeholders? Include how senior leaders communicate values, directions, and expectations through yourleadership system and to all employees.

(2) How do senior leaders create an environment for empowerment, innovation, organizational agility, andorganizational and employee learning?

b. Organizational Performance Review(1) How do senior leaders review organizational performance and capabilities to assess organizational

success, competitive performance, progress relative to short- and longer-term goals, and the ability toaddress changing organizational needs? Include the key performance measures regularly reviewed byyour senior leaders. Also, include your key recent performance review findings.

(2) How are organizational performance review findings translated into priorities for improvement andopportunities for innovation? How are they deployed throughout your organization and, as appropriate,to your suppliers/partners to ensure organizational alignment?

(3) How do senior leaders use organizational performance review findings to improve both their ownleadership effectiveness and your leadership system?

Notes:

N1. Organizational directions (1.1a[1]) relate tostrategic objectives and action plans described inItems 2.1 and 2.2.

N2. Senior leaders’ organizational performancereviews (1.1b) should be informed by organizationalperformance analyses described in 4.1b and strategicobjectives and action plans described in Items 2.1 and 2.2.

N3. Leadership effectiveness improvement (1.1b[3])should be supported by formal and/or informalemployee feedback/surveys.

N4. Your organizational performance results shouldbe reported in Items 7.1, 7.2, 7.3, and 7.4.

Item responses are assessed by considering the Criteria Item requirements and the maturity of your approaches,breadth of deployment, and strength of your improvement process and results relative to the Scoring System.Refer to the Scoring System information on pages 47–48.

For definitions of the following key terms, see pages 29–33: alignment, approach, deployment, empowerment,goals, innovation, leadership system, measures, performance, senior leaders, stakeholders, and value.

For additional description of this Item, see page 34.

13

N1. Public responsibilities in areas critical to yourbusiness also should be addressed in Strategy De-velopment (Item 2.1) and/or in Process Management(Category 6). Key results, such as results of regula-tory/legal compliance or environmental improvementsthrough use of “green” technology or other means,should be reported as Organizational EffectivenessResults (Item 7.4).

N2. Areas of community support appropriate forinclusion in 1.2b might include your efforts tostrengthen local community services, education, andhealth; the environment; and practices of trade,business, or professional associations.

N3. The health and safety of employees are notaddressed in Item 1.2; you should address theseemployee factors in Item 5.3.

For a definition of the following key term, see page 32: process.


1.2 Public Responsibility and Citizenship (40 pts.) Approach-Deployment

Describe how your organization addresses its responsibilities to the public and practices good citizenship.


a. Responsibilities to the Public(1) How do you address the impacts on society of your products, services, and operations? Include your key

processes, measures, and targets for regulatory and legal requirements and for addressing risks associat-ed with your products, services, and operations.

(2) How do you anticipate public concerns with current and future products, services, and operations? Howdo you prepare for these concerns in a proactive manner?

(3) How do you accomplish ethical business practices in all stakeholder transactions and interactions?

b. Support of Key CommunitiesHow do your organization, your senior leaders, and your employees actively support and strengthen yourkey communities? Include how you identify key communities and determine areas of emphasis for organiza-tional involvement and support.

Notes:

14

The Strategic Planning Category examines how your organization develops strategic objectives and action plans. Alsoexamined are how your chosen strategic objectives and action plans are deployed and how progress is measured.

2.1 Strategy Development (40 pts.) Approach-Deployment

Describe how your organization establishes its strategic objectives, including enhancing its competitiveposition and overall performance.


a. Strategy Development Process(1) What is your overall strategic planning process? Include key steps, key participants, and your short- and

longer-term planning time horizons.

(2) How do you ensure that planning addresses the following key factors? Briefly outline how relevant dataand information are gathered and analyzed to address these factors:

• customer and market needs/expectations/opportunities

• your competitive environment and your capabilities relative to competitors

• technological and other key changes that might affect your products/services and/or how you operate

• your strengths and weaknesses, including human and other resources

• your supplier/partner strengths and weaknesses

• financial, societal, and other potential risks

b. Strategic Objectives(1) What are your key strategic objectives and your timetable for accomplishing them? Include key

goals/targets, as appropriate.

(2) How do your strategic objectives address the challenges identified in response to P.2 in yourOrganizational Profile? How do you ensure that your strategic objectives balance the needs of all keystakeholders?

Notes:

2 Strategic Planning (85 pts.)

N1. “Strategy development” refers to your organiza-tion’s approach (formal or informal) to preparing forthe future. Strategy development might utilize varioustypes of forecasts, projections, options, scenarios,and/or other approaches to envisioning the future forpurposes of decision making and resource allocation.

N2. “Strategy” should be interpreted broadly. Strat-egy might be built around or lead to any or all of thefollowing: new products, services, and markets;revenue growth via various approaches, includingacquisitions; and new partnerships and alliances.Strategy might be directed toward becoming apreferred supplier, a local supplier in each of yourmajor customers’ markets, a low-cost producer, a

market innovator, and/or a high-end or customizedproduct/service provider.

N3. Challenges (2.1b[2]) addressed in your strategymight include rapid response, customization, lean orvirtual manufacturing, rapid innovation, Web-basedsupplier/customer relationship management, andproduct/service quality. Responses to Item 2.1 shouldfocus on your specific challenges—those most impor-tant to your business success and to strengtheningyour organization’s overall performance.

N4. Item 2.1 addresses your overall organizationalstrategy, which might include changes in services,products, and product lines. However, the Item doesnot address product and service design; you shouldaddress these factors in Item 6.1.

For a definition of the following key term, see page 33: strategic objectives.

For additional description of this Item, see pages 35–36.

15

N1. Action plan development and deployment areclosely linked to other Items in the Criteria. Examplesof key linkages are

• Item 1.1 for how your senior leaders set andcommunicate directions;

• Category 3 for gathering customer and marketknowledge as input to your strategy and actionplans and for deploying action plans;

• Category 4 for information and analysis to supportyour key information needs, to support yourdevelopment of strategy, to provide an effectivebasis for your performance measurements, and totrack progress relative to your strategic objectivesand action plans;

• Category 5 for your work system needs; employeeeducation, training, and development needs; andrelated human resource factors resulting fromaction plans;

• Category 6 for process requirements resultingfrom your action plans; and

• Item 7.4 for specific accomplishments relative toyour organizational strategy.

N2. Measures/indicators of projected performance(2.2b) might include changes resulting from newbusiness ventures; business acquisitions; new valuecreation; market entry and shifts; and significantanticipated innovations in products, services, andtechnology.

For definitions of the following key terms, see pages 29–32: action plans, benchmarks, measures and indicators,and performance projections.


2.2 Strategy Deployment (45 pts.) Approach-Deployment

Describe how your organization converts its strategic objectives into action plans. Summarize your organi-zation’s action plans and related key performance measures/indicators. Project your organization’s futureperformance on these key performance measures/indicators.


a. Action Plan Development and Deployment(1) How do you develop and deploy action plans to achieve your key strategic objectives? Include how you

allocate resources to ensure accomplishment of your action plans.

(2) What are your key short- and longer-term action plans? Include key changes, if any, in yourproducts/services, your customers/markets, and how you operate.

(3) What are your key human resource plans that derive from your short- and longer-term strategicobjectives and action plans?

(4) What are your key performance measures/indicators for tracking progress relative to your action plans?How do you ensure that your overall action plan measurement system achieves organizational alignmentand covers all key deployment areas and stakeholders?

b. Performance ProjectionWhat are your performance projections for your key measures/indicators for both your short- and longer-term planning time horizons? How does your projected performance compare with competitors’ perfor-mance, key benchmarks, goals, and past performance, as appropriate?

Notes:

16

N1. Customer groups (3.1a[1]) might include Web-based customers and/or customers with whom youhave direct contact. Key product/service features andpurchasing decisions might take into account transac-tional modes and factors such as confidentiality andsecurity.

N2. If your products/services are sold to or deliveredto end-use customers via other businesses such asretail stores or dealers, customer groups (3.1a[1])should include both the end users and these interme-diate businesses.

N3. “Product/service features” (3.1a[2]) refers to allthe important characteristics of products/services andto their performance throughout their full life cycleand the full “consumption chain.” This includes all

customers’ purchase experiences and other interac-tions with your organization. The focus should be onfeatures that affect customer preference and repeatbusiness—for example, those features that differenti-ate your products and services from competing offer-ings. Those features might include price, reliability,value, delivery, customer or technical support, and thesales relationship.

N4. Listening/learning (3.1a[2]) might includegathering and integrating Web-based data andinformation that bear upon customers’ purchasingdecisions. Keeping your listening and learningmethods current with business needs and directions(3.1a[3]) also might include use of current and newtechnology, such as Web-based data gathering.


3 Customer and Market Focus (85 pts.)

The Customer and Market Focus Category examines how your organization determines requirements, expectations,and preferences of customers and markets. Also examined is how your organization builds relationships with customersand determines the key factors that lead to customer acquisition, satisfaction, and retention and to business expansion.

3.1 Customer and Market Knowledge (40 pts.) Approach-Deployment

Describe how your organization determines requirements, expectations, and preferences of customers andmarkets to ensure the continuing relevance of your products/services and to develop new opportunities.


a. Customer and Market Knowledge(1) How do you determine or target customers, customer groups, and/or market segments? How do you

include customers of competitors and other potential customers and/or markets in this determination?

(2) How do you listen and learn to determine key customer requirements (including product/servicefeatures) and their relative importance/value to customers’ purchasing decisions for purposes of prod-uct/service planning, marketing, improvements, and other business development? In this determination,how do you use relevant information from current and former customers, including marketing/salesinformation, customer retention data, won/lost analysis, and complaints? If determination methods varyfor different customers and/or customer groups, describe the key differences in your determinationmethods.

(3) How do you keep your listening and learning methods current with business needs and directions?

Notes:

17

N1. Customer relationships (3.2a) might include thedevelopment of partnerships or alliances with cus-tomers.

N2. Determining customer satisfaction and dissatis-faction (3.2b) might include use of any or all of thefollowing: surveys, formal and informal feedback, useof customer account histories, complaints, and trans-action completion rates. Information might be gath-ered on the Internet, through personal contact or athird party, or by mail.

N3. Customer satisfaction measurements mightinclude both a numerical rating scale and descriptorsfor each unit in the scale. Actionable customer satis-faction measurements provide useful informationabout specific product/service features, delivery,relationships, and transactions that bear upon thecustomers’ future actions—repeat business and/orpositive referral.

N4. Your customer satisfaction and dissatisfactionresults should be reported in Item 7.1.


3.2 Customer Relationships and Satisfaction (45 pts.) Approach-Deployment

Describe how your organization builds relationships to acquire, satisfy, and retain customers and todevelop new opportunities. Describe also how your organization determines customer satisfaction.


a. Customer Relationships(1) How do you build relationships to acquire and satisfy customers and to increase repeat business and

positive referrals?

(2) How do you determine key customer contact requirements and how they vary for differing modes ofaccess? How do you ensure that these contact requirements are deployed to all people involved in theresponse chain? Include a summary of your key access mechanisms for customers to seek information,conduct business, and make complaints.

(3) What is your complaint management process? Include how you ensure that complaints are resolvedeffectively and promptly and that all complaints are aggregated and analyzed for use in improvementthroughout your organization and by your partners, as appropriate.

(4) How do you keep your approaches to building relationships and providing customer access current withbusiness needs and directions?

b. Customer Satisfaction Determination(1) How do you determine customer satisfaction and dissatisfaction and use this information for improve-

ment? Include how you ensure that your measurements capture actionable information that predictscustomers’ future business with you and/or potential for positive referral. Describe significant differ-ences in determination methods for different customer groups.

(2) How do you follow up with customers on products/services and transactions to receive prompt andactionable feedback?

(3) How do you obtain and use information on your customers’ satisfaction relative to customers’ satisfac-tion with competitors and/or benchmarks, as appropriate?

(4) How do you keep your approaches to determining satisfaction current with business needs and direc-tions?

Notes:

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N1. Performance measurement is used in fact-baseddecision making for setting and aligning organiza-tional directions and resource use at the work unit,key process, departmental, and whole organizationlevels.

N2. Comparative data and information sources(4.1a[3]) include benchmarking and competitivecomparisons. “Benchmarking” refers to identifyingprocesses and results that represent best practices andperformance for similar activities, inside or outsideyour organization’s industry. Competitive comparisonsrelate your organization’s performance to that ofcompetitors in your markets.

N3. Analysis includes examining trends; organizational,industry, and technology projections; and comparisons,

cause-effect relationships, and correlations intendedto support your performance reviews, help determineroot causes, and help set priorities for resource use.Accordingly, analysis draws upon all types of data:customer-related, financial and market, operational,and competitive.

N4. The results of organizational performanceanalysis should contribute to your senior leaders’organizational performance review in 1.1b andorganizational strategic planning in Category 2.

N5. Your organizational performance results shouldbe reported in Items 7.1, 7.2, 7.3, and 7.4.

4 Information and Analysis (90 pts.)

The Information and Analysis Category examines your organization’s information management and performancemeasurement systems and how your organization analyzes performance data and information.

4.1 Measurement and Analysis of Organizational Performance (50 pts.) Approach-Deployment

Describe how your organization provides effective performance management systems for measuring,analyzing, aligning, and improving performance at all levels and in all parts of your organization.


a. Performance Measurement(1) How do you gather and integrate data and information from all sources to support daily operations and

organizational decision making?

(2) How do you select and align measures/indicators for tracking daily operations and overall organizationalperformance?

(3) How do you select and ensure the effective use of key comparative data and information?

(4) How do you keep your performance measurement system current with business needs and directions?

b. Performance Analysis (1) What analyses do you perform to support your senior leaders’ organizational performance review and

your organization’s strategic planning?

(2) How do you communicate the results of organizational-level analysis to work group and/or functional-level operations to enable effective support for decision making?

(3) How do you align the results of organizational-level analysis with your key business results, strategicobjectives, and action plans? How do these results provide the basis for projections of continuous andbreakthrough improvements in performance?

Notes:

For definitions of the following key terms, see pages 29–30: analysis and effective.


19

N1. Data availability (4.2a) is of growing importanceas the Internet and e-business/e-commerce are usedincreasingly for business-to-business and business-to-consumer interactions and intranets become moreimportant as a major source of organization-widecommunications.

N2. Data and information access (4.2a[1]) might bevia electronic and other means.

4.2 Information Management (40 pts.) Approach-Deployment

Describe how your organization ensures the quality and availability of needed data and information foremployees, suppliers/partners, and customers.


a. Data Availability(1) How do you make needed data and information available? How do you make them accessible to

employees, suppliers/partners, and customers, as appropriate?

(2) How do you ensure data and information integrity, reliability, accuracy, timeliness, security, andconfidentiality?

(3) How do you keep your data and information availability mechanisms current with business needs and directions?

b. Hardware and Software Quality(1) How do you ensure that hardware and software are reliable and user friendly?

(2) How do you keep your software and hardware systems current with business needs and directions?

Notes:


20

N1. “Employees” refers to your organization’spermanent, temporary, and part-time personnel, aswell as any contract employees supervised by yourorganization. Employees include team leaders,supervisors, and managers at all levels. Contractemployees supervised by a contractor should beaddressed in business or support processes inCategory 6.

N2. “Your organization’s work” refers to how youremployees are organized and/or organize themselvesin formal and informal, temporary, or longer-termunits. This might include work teams, process teams,customer action teams, problem-solving teams, cen-ters of excellence, functional units, cross-functional

teams, and departments—self-managed or managedby supervisors.

“Jobs” refers to responsibilities, authorities, and tasksof individuals. In some work systems, jobs might beshared by a team.

N3. Compensation and recognition (5.1a[3]) includepromotions and bonuses that might be based uponperformance, skills acquired, and other factors. Rec-ognition includes monetary and nonmonetary, formaland informal, and individual and group mechanisms.

5 Human Resource Focus (85 pts.)

The Human Resource Focus Category examines how your organization motivates and enables employees to developand utilize their full potential in alignment with your organization’s overall objectives and action plans. Also examinedare your organization’s efforts to build and maintain a work environment and an employee support climate conduciveto performance excellence and to personal and organizational growth.

5.1 Work Systems (35 pts.) Approach-Deployment

Describe how your organization’s work and jobs, compensation, career progression, and related workforcepractices motivate and enable employees and the organization to achieve high performance.


a. Work Systems(1) How do you organize and manage work and jobs to promote cooperation, initiative/innovation, your

organizational culture, and the flexibility to keep current with business needs? How do you achieveeffective communication and knowledge/skill sharing across work units, jobs, and locations, asappropriate?

(2) How do you motivate employees to develop and utilize their full potential? Include formal and/orinformal mechanisms you use to help employees attain job- and career-related development/learningobjectives and the role of managers and supervisors in helping employees attain these objectives.

(3) How does your employee performance management system, including feedback to employees, supporthigh performance and a customer and business focus? How do your compensation, recognition, andrelated reward/incentive practices reinforce these objectives?

(4) How do you accomplish effective succession planning for senior leadership and throughout theorganization?

(5) How do you identify characteristics and skills needed by potential employees? How do you recruit, hire,and retain new employees? How do your work systems capitalize on the diverse ideas, cultures, andthinking of the communities with which you interact (your employee hiring and customer communities)?

Notes:

For definitions of the following key terms, see pages 30–33: high-performance work, performance excellence, andwork systems.


21

N1. Technological change (5.2a[3]) might includecomputer and Internet literacy.

N2. Education and training delivery (5.2a[4]) mightoccur inside or outside your organization and involve

on-the-job, classroom, computer-based, distancelearning, and/or other types of delivery (formal orinformal).

5.2 Employee Education,Training, and Development (25 pts.) Approach-Deployment

Describe how your organization’s education and training support the achievement of your overall objec-tives, including building employee knowledge, skills, and capabilities and contributing to high performance.


a. Employee Education,Training, and Development(1) How do education and training contribute to the achievement of your action plans? How does your

education and training approach balance short- and longer-term organizational objectives and employeeneeds, including development, learning, and career progression?

(2) How do you seek and use input from employees and their supervisors/managers on education andtraining needs and delivery options?

(3) How do you address in your employee education, training, and development your key organizationalneeds associated with technological change, management/leadership development, new employeeorientation, safety, performance measurement/improvement, and diversity?

(4) How do you deliver education and training? Include formal and informal delivery, including mentoringand other approaches, as appropriate. How do you evaluate the effectiveness of education and training,taking into account individual and organizational performance?

(5) How do you reinforce the use of knowledge and skills on the job?

Notes:


22

N1. Specific factors that might affect your employees’well-being, satisfaction, and motivation (5.3b[1])include effective employee problem or grievanceresolution; safety factors; employees’ views of man-agement; employee training, development, and careeropportunities; employee preparation for changes intechnology or the work organization; the workenvironment and other work conditions; manage-ment’s empowerment of employees; informationsharing by management; workload; cooperation andteamwork; recognition; services and benefits; commu-nications; job security; compensation; and equalopportunity.

N2. Approaches for employee support (5.3b[2]) mightinclude providing counseling, career development andemployability services, recreational or cultural activi-ties, nonwork-related education, day care, job rotationor sharing, special leave for family responsibilities orcommunity service, home safety training, flexiblework hours and location, outplacement, and retire-ment benefits (including extended health care).

N3. Measures/indicators of well-being, satisfaction,and motivation (5.3b[3]) might include data on safetyand absenteeism, the overall turnover rate, theturnover rate for customer contact employees,employees’ charitable contributions, grievances,strikes, other job actions, insurance costs, worker’scompensation claims, and results of surveys. Surveyindicators of satisfaction might include employeeknowledge of job roles, employee knowledge oforganizational direction, and employee perception ofempowerment and information sharing. Your resultsrelative to such measures/indicators should be re-ported in Item 7.3.

N4. Setting priorities (5.3b[4]) might draw upon yourhuman resource results presented in Item 7.3 andmight involve addressing employee problems based ontheir impact on your organizational performance.

5.3 Employee Well-Being and Satisfaction (25 pts.) Approach-Deployment

Describe how your organization maintains a work environment and an employee support climate thatcontribute to the well-being, satisfaction, and motivation of all employees.


a. Work EnvironmentHow do you improve workplace health, safety, and ergonomics? How do employees take part in improvingthem? Include performance measures and/or targets for each key environmental factor. Also include signifi-cant differences, if any, based on varying work environments for employee groups and/or work units.

b. Employee Support and Satisfaction(1) How do you determine the key factors that affect employee well-being, satisfaction, and motivation?

How are these factors segmented for a diverse workforce and for varying categories and types ofemployees, as appropriate?

(2) How do you support your employees via services, benefits, and policies? How are these tailored to theneeds of a diverse workforce and different categories and types of employees, as appropriate?

(3) What formal and/or informal assessment methods and measures do you use to determine employeewell-being, satisfaction, and motivation? How do you tailor these methods and measures to a diverseworkforce and to different categories and types of employees, as appropriate? How do you use otherindicators, such as employee retention, absenteeism, grievances, safety, and productivity, to assess andimprove employee well-being, satisfaction, and motivation?

(4) How do you relate assessment findings to key business results to identify priorities for improving thework environment and employee support climate?

Notes:


23

N1. Product and service design, production, anddelivery processes differ greatly among organizations,depending on many factors. These factors include the nature of your products and services, technologyrequirements, issues of modularity and parts

commonality, customer and supplier relationships andinvolvement, and product and service customization.Responses to Item 6.1 should be based upon the mostcritical requirements for your business.

The Process Management Category examines the key aspects of your organization’s process management, includingcustomer-focused design, product and service delivery, key business, and support processes. This Category encom-passes all key processes and all work units.

6.1 Product and Service Processes (45 pts.) Approach-Deployment

Describe how your organization manages key processes for product and service design and delivery.


a. Design Processes(1) What are your design processes for products/services and their related production/delivery systems and

processes?

(2) How do you incorporate changing customer/market requirements into product/service designs andproduction/delivery systems and processes?

(3) How do you incorporate new technology, including e-technology, into products/services and intoproduction/delivery systems and processes, as appropriate?

(4) How do your design processes address design quality and cycle time, transfer of learning from pastprojects and other parts of the organization, cost control, new design technology, productivity, andother efficiency/effectiveness factors?

(5) How do you design your production/delivery systems and processes to meet all key operational perfor-mance requirements?

(6) How do you coordinate and test your design and production/delivery systems and processes? Includehow you prevent defects/rework and facilitate trouble-free and timely introduction of products/services.

b. Production/Delivery Processes(1) What are your key production/delivery processes and their key performance requirements?

(2) How does your day-to-day operation of key production/delivery processes ensure meeting key perfor-mance requirements?

(3) What are your key performance measures/indicators used for the control and improvement of theseprocesses? Include how in-process measures and real-time customer and supplier/partner input are usedin managing your product and service processes, as appropriate.

(4) How do you perform inspections, tests, and process/performance audits to minimize warranty and/orrework costs, as appropriate? Include your prevention-based processes for controlling inspection andtest costs, as appropriate.

(5) How do you improve your production/delivery systems and processes to achieve better process perfor-mance and improvements to products/services, as appropriate? How are improvements shared withother organizational units and processes and your suppliers/partners, as appropriate?

Notes:

6 Process Management (85 pts.)

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N1. Your key business processes are those nonproduct/nonservice processes that are considered most impor-tant to business growth and success by your organiza-tion’s senior leaders. These might include processesfor innovation, research and development, technologyacquisition, information and knowledge management,supply chain management, supplier partnering, out-sourcing, mergers and acquisitions, global expansion,project management, and sales/marketing. The keybusiness processes to be included in Item 6.2 aredistinctive to your organization and how you operate.

N2. To provide as complete and concise a response aspossible for your key business processes, you mightwant to use a tabular format identifying the key pro-cesses and the attributes of each as called for in ques-tions 6.2a(1)–6.2a(4).

N3. The results of improvements in your key businessprocesses and key business process performanceresults should be reported in Item 7.4.

6.2 Business Processes (25 pts.) Approach-Deployment

Describe how your organization manages its key processes that lead to business growth and success.


a. Business Processes(1) What are your key business processes for business growth and success?

(2) How do you determine key business process requirements, incorporating input from customers andsuppliers/partners, as appropriate? What are the key requirements for these processes?

(3) How do you design and perform these processes to meet all the key requirements?

(4) What are your key performance measures/indicators used for the control and improvement of theseprocesses? Include how in-process measures and customer and supplier feedback are used in managingyour business processes, as appropriate.

(5) How do you minimize overall costs associated with inspections, tests, and process/performance audits,as appropriate?

(6) How do you improve your business processes to achieve better performance and to keep them currentwith business needs and directions? How are improvements shared with other organizational units andprocesses, as appropriate?

Notes:


N2. Responses to Item 6.1 should include how yourcustomers and key suppliers and partners are involvedin your design processes, as appropriate.

N3. The results of operational improvements in yourproduct and service design and delivery processes

should be reported in Item 7.4. Results of improve-ments in product and service performance should bereported in Item 7.1.

For definitions of the following key terms, see pages 30 and 32: cycle time and productivity.


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N1. Your key support processes are those that areconsidered most important for support of yourorganization’s product/service design and deliveryprocesses and daily operations. These might includefinance and accounting, facilities management, legal,human resource, and administration processes.

N2. The results of improvements in your key supportprocesses and key support process performance resultsshould be reported in Item 7.4.

6.3 Support Processes (15 pts.) Approach-Deployment

Describe how your organization manages its key processes that support your daily operations and youremployees in delivering products and services.


a. Support Processes(1) What are your key processes for supporting your daily operations and your employees in delivering

products and services?

(2) How do you determine key support process requirements, incorporating input from internal customers,as appropriate? What are the key operational requirements (such as productivity and cycle time) forthese processes?

(3) How do you design these processes to meet all the key requirements?

(4) How does your day-to-day operation of key support processes ensure meeting key performance require-ments?

(5) What are your key performance measures/indicators used for the control and improvement of theseprocesses? Include how in-process measures and internal customer feedback are used in managing yoursupport processes, as appropriate.

(6) How do you minimize overall costs associated with inspections, tests, and process/performance audits?

(7) How do you improve your support processes to achieve better performance and to keep them currentwith business needs and directions? How are improvements shared with other organizational units andprocesses, as appropriate?

Notes:


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N1. Customer satisfaction and dissatisfaction resultsreported in this Item should relate to determinationmethods and data described in Item 3.2.

N2. Measures/indicators of customers’ satisfactionwith your products/services relative to customers’satisfaction with competitors might include objective

information and data from your customers and fromindependent organizations.

N3. Service performance (7.1b) might include mea-sures of success in providing nontraditional services tocustomers, such as Internet-based services.

7 Business Results (450 pts.)

The Business Results Category examines your organization’s performance and improvement in key business areas—customer satisfaction, product and service performance, financial and marketplace performance, human resourceresults, and operational performance. Also examined are performance levels relative to those of competitors.

7.1 Customer-Focused Results (125 pts.) Results

Summarize your organization’s key customer-focused results, including customer satisfaction and productand service performance results. Segment your results by customer groups and market segments, asappropriate. Include appropriate comparative data.

Provide data and information to answer the following questions:

a. Customer Results(1) What are your current levels and trends in key measures/indicators of customer satisfaction and dissatis-

faction, including comparisons with competitors’ levels of customer satisfaction?

(2) What are your current levels and trends in key measures/indicators of customer-perceived value,customer retention, positive referral, and/or other aspects of building relationships with customers, asappropriate?

b. Product and Service ResultsWhat are your current levels and trends in key measures/indicators of product and service performance thatare important to your customers?

Notes:

For definitions of the following key terms, see pages 31–33: levels, results, and trends.


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N1. Results reported in this Item should relate toactivities described in Category 5. Your results shouldbe responsive to key process needs described inCategory 6 and to your organization’s action plansand human resource plans described in Item 2.2.

N2. For appropriate measures of employee well-beingand satisfaction (7.3a[1]), see Notes to Item 5.3.Appropriate measures/indicators of employee

development might include innovation and suggestionrates, courses completed, learning, on-the-job perfor-mance improvements, and cross-training rates.

N3. Appropriate measures/indicators of work systemperformance and effectiveness (7.3a[2]) might includejob and job classification simplification, job rotation,work layout, and changing supervisory ratios.



7.3 Human Resource Results (80 pts.) Results

Summarize your organization’s key human resource results, including employee well-being, satisfaction,and development and work system performance. Segment your results to address the diversity of yourworkforce and the different types and categories of employees, as appropriate. Include appropriate com-parative data.


a. Human Resource Results(1) What are your current levels and trends in key measures/indicators of employee well-being, satisfaction

and dissatisfaction, and development?

(2) What are your current levels and trends in key measures/indicators of work system performance andeffectiveness?

Notes:

N1. Responses to 7.2a(1) might include aggregatemeasures such as return on investment (ROI), assetutilization, operating margins, profitability, profitabil-ity by market/customer segment, liquidity, debt to

equity ratio, value added per employee, and financialactivity measures.

N2. New markets entered (7.2a[2]) might includeoffering Web-based services.

7.2 Financial and Market Results (125 pts.) Results

Summarize your organization’s key financial and marketplace performance results by market segments, asappropriate. Include appropriate comparative data.


a. Financial and Market Results(1) What are your current levels and trends in key measures/indicators of financial performance, including

aggregate measures of financial return and/or economic value, as appropriate?

(2) What are your current levels and trends in key measures/indicators of marketplace performance,including market share/position, business growth, and new markets entered, as appropriate?

Notes:

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N1. Results reported in 7.4a should address your keyoperational requirements and progress towardaccomplishment of your key organizational perfor-mance goals as presented in the OrganizationalProfile and in Items 1.1, 2.2, 6.1, 6.2 and 6.3. Includeresults not reported in Items 7.1, 7.2, and 7.3.

N2. Regulatory and legal compliance results reportedin 7.4b should address requirements described in Item1.2.

N3. Results reported in Item 7.4 should provide keyinformation for analysis (Item 4.1) and review (Item1.1) of your organizational performance and shouldprovide the operational basis for customer-focusedresults (Item 7.1) and financial and market results(Item 7.2).

7.4 Organizational Effectiveness Results (120 pts.) Results

Summarize your organization’s key performance results that contribute to the achievement of organiza-tional effectiveness. Include appropriate comparative data.


a. Operational Results(1) What are your current levels and trends in key measures/indicators of the operational performance of

key design, production, delivery, business, and support processes? Include productivity, cycle time,supplier/partner performance, and other appropriate measures of effectiveness and efficiency.

(2) What are your results for key measures/indicators of accomplishment of organizational strategy?

b. Public Responsibility and Citizenship ResultsWhat are your results for key measures/indicators of regulatory/legal compliance and citizenship?

Notes:


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This Glossary of Key Terms defines and briefly describesterms used throughout the Criteria booklet that are impor-tant to performance management.

Action Plans

The term “action plans” refers to specific actions that re-spond to short- and longer-term strategic objectives. Actionplans include details of resource commitments and timehorizons for accomplishment. Action plan developmentrepresents the critical stage in planning when strategicobjectives and goals are made specific so that effective,organization-wide understanding and deployment are possi-ble. In the Criteria, deployment of action plans includescreation of aligned measures for work units. Deploymentmight also require specialized training for some employeesor recruitment of personnel.

An example of a strategic objective for a supplier in a highlycompetitive industry might be to develop and maintain aprice leadership position. Action plans likely would entaildesign of efficient processes and creation of an accountingsystem that tracks activity-level costs, aligned for the orga-nization as a whole. Performance requirements might in-clude unit and/or team training in setting priorities basedupon costs and benefits. Organizational-level analysis andreview likely would emphasize productivity growth, costcontrol, and quality.

See the definition of “strategic objectives” on page 33 forthe description of this related term.

Alignment

The term “alignment” refers to consistency of plans, pro-cesses, information, resource decisions, actions, results,analysis, and learning to support key organization-widegoals. Effective alignment requires a common understand-ing of purposes and goals and use of complementary mea-sures and information for planning, tracking, analysis, andimprovement at three levels: the organizational level, thekey process level, and the work unit level.

See the definition of “integration” on page 31 for the de-scription of this related term.

Analysis

The term “analysis” refers to an examination of facts anddata to provide a basis for effective decisions. Analysis ofteninvolves the determination of cause-effect relationships.Overall organizational analysis guides process managementtoward achieving key business results and toward attainingstrategic objectives.

Despite their importance, individual facts and data do notusually provide an effective basis for actions or setting

priorities. Actions depend on an understanding of relation-ships, derived from analysis of facts and data.

Anecdotal

The term “anecdotal” refers to process information thatlacks specific methods, measures, deployment mechanisms,and evaluation/improvement/learning factors. Anecdotalinformation frequently uses examples and describes individ-ual activities rather than systematic processes.

An anecdotal response to how senior leaders deploy perfor-mance expectations might describe a specific occasion whena senior leader visited all company facilities. On the otherhand, a systematic approach might describe the communica-tion methods used by all senior leaders to deliver perfor-mance expectations on a regular basis, the measures used toassess effectiveness of the methods, and the tools and tech-niques used to evaluate and improve the communicationmethods.

Approach

The term “approach” refers to how an organization address-es the Baldrige Criteria Item requirements, i.e., the methodsand processes used by the organization. Approaches areevaluated on the basis of the appropriateness of the methods/processes to the Item requirements, the effectiveness oftheir use, and their alignment with organizational needs.For further description, see the Scoring System on page 47.

Basic Requirements

The term “basic requirements” refers to the most centraltheme of an Item. Basic requirements are the fundamentalor essential requirements of that Item.

In the Criteria, the basic requirements of each Item arepresented as an introductory sentence(s) printed in bold.This presentation is illustrated in the Item format shown on page 50.

Benchmarks

The term “benchmarks” refers to processes and results thatrepresent best practices and performance for similar activi-ties, inside or outside an organization’s industry. Organiza-tions engage in benchmarking activities to understand thecurrent dimensions of world-class performance and toachieve discontinuous (nonincremental) or breakthroughimprovement.

Benchmarks are one form of comparative data. Other com-parative data organizations might use include industry datacollected by a third party (frequently industry averages),data on competitors’ performance, and comparisons withsimilar organizations in the same geographic area.

GLOSSARY OF KEY TERMS

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Cycle Time

The term “cycle time” refers to the time required to fulfillcommitments or to complete tasks. Time measurementsplay a major role in the Criteria because of the great impor-tance of time performance to improving competitiveness.“Cycle time” refers to all aspects of time performance.Cycle time improvement might include time to market,order fulfillment time, delivery time, changeover time,customer response times, and other key measures of time.

Deployment

The term “deployment” refers to the extent to which anorganization’s approach is applied to the requirements of aBaldrige Criteria Item. Deployment is evaluated on thebasis of the breadth and depth of application of the ap-proach to relevant processes and work units throughout theorganization. For further description, see the ScoringSystem on page 47.

Effective

The term “effective” refers to how well an approach, a pro-cess, or a measure addresses its intended purpose. Deter-mining effectiveness requires the evaluation of how well aneed is met by the approach taken, its deployment, or themeasure used.

Empowerment

The term “empowerment” refers to giving employees theauthority and responsibility to make decisions and takeactions. Empowerment results in decisions being madeclosest to the “front line,” where work-related knowledgeand understanding reside.

Empowerment is aimed at enabling employees to satisfycustomers on first contact, to improve processes and in-crease productivity, and to better the organization’s businessresults. Empowered employees require information to makeappropriate decisions; thus, an organizational requirement isto provide that information in a timely and useful way.

Goals

The term “goals” refers to a future condition or perfor-mance level that one intends to attain. Goals can be bothshort term and longer term. Goals are ends that guideactions. Quantitative goals, frequently referred to as “tar-gets,” include a numerical point or range. Targets might beprojections based on comparative and/or competitive data.The term “stretch goals” refers to desired major, discontin-uous (nonincremental) or breakthrough improvements,usually in areas most critical to your organization’s futuresuccess.

Goals can serve many purposes, including

■ clarifying strategic objectives and action plans toindicate how success will be measured

■ fostering teamwork by focusing on a common end

■ encouraging “out-of-the-box” thinking to achieve astretch goal

■ providing a basis for measuring and acceleratingprogress

High-Performance Work

The term “high-performance work” refers to work ap-proaches used to systematically pursue ever higher levels ofoverall organizational and individual performance, includingquality, productivity, innovation rate, and cycle time perfor-mance. High-performance work results in improved servicefor customers and other stakeholders.

Approaches to high-performance work vary in form, func-tion, and incentive systems. Effective approaches frequentlyinclude cooperation between management and the work-force, which may involve workforce bargaining units; coop-eration among work units, often involving teams; self-directed responsibility/employee empowerment; employeeinput to planning; individual and organizational skill build-ing and learning; learning from other organizations; flexibil-ity in job design and work assignments; a flattened organi-zational structure, where decision making is decentralizedand decisions are made closest to the “front line”; and effec-tive use of performance measures, including comparisons.Many high-performance work systems use monetary andnonmonetary incentives based upon factors such as organi-zational performance, team and/or individual contributions,and skill building. Also, high-performance work approachesusually seek to align the organization’s structure, work, jobs,employee development, and incentives.

How

The term “how” refers to the processes that an organizationuses to accomplish its mission requirements. In respondingto “how” questions in the Approach-Deployment Itemrequirements, process descriptions should include informa-tion such as methods, measures, deployment, and evalua-tion/improvement/learning factors.

Innovation

The term “innovation” refers to making meaningful changeto improve products, services, and/or processes and createnew value for stakeholders. Innovation involves the adop-tion of an idea, process, technology, or product that is eithernew or new to its proposed application.

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Successful organizational innovation is a multistep processthat involves development and knowledge sharing, a decisionto implement, implementation, evaluation, and learning.Although innovation is often associated with technologicalinnovation, it is applicable to all key organizational processesthat would benefit from change, whether through break-through improvement or change in approach or outputs.

Integration

The term “integration” refers to the harmonization ofplans, processes, information, resource decisions, actions,results, analysis, and learning to support key organization-wide goals. Effective integration is achieved when the indi-vidual components of a performance management systemoperate as a fully interconnected unit.

See the definition of “alignment” on page 29 for the de-scription of this related term.

Leadership System

The term “leadership system” refers to how leadership isexercised, formally and informally, throughout the organiza-tion—the basis for and the way that key decisions are made,communicated, and carried out. It includes structures andmechanisms for decision making; selection and developmentof leaders and managers; and reinforcement of values, direc-tions, and performance expectations.

An effective leadership system respects the capabilities andrequirements of employees and other stakeholders, and itsets high expectations for performance and performanceimprovement. It builds loyalties and teamwork based on theorganization’s values and the pursuit of shared goals. Itencourages and supports initiative and appropriate risktaking, subordinates organization to purpose and function,and avoids chains of command that require long decisionpaths. An effective leadership system includes mechanismsfor the leaders to conduct a self-examination, receive feed-back, and improve.

Levels

The term “levels” refers to numerical information thatplaces or positions an organization’s results and perfor-mance on a meaningful measurement scale. Performancelevels permit evaluation relative to past performance, pro-jections, goals, and appropriate comparisons.

Measures and Indicators

The term “measures and indicators” refers to numericalinformation that quantifies input, output, and performancedimensions of processes, products, services, and the overallorganization (outcomes). Measures and indicators might besimple (derived from one measurement) or composite.

The Criteria do not make a distinction between measuresand indicators. However, some users of these terms preferthe term indicator (1) when the measurement relates toperformance but is not a direct measure of such performance(e.g., the number of complaints is an indicator of dissatisfac-tion but not a direct measure of it) and (2) when the measure-ment is a predictor (“leading indicator”) of some more signif-icant performance (e.g., increased customer satisfactionmight be a leading indicator of market share gain).

Mission

The term “mission” refers to the overall function of anorganization. The mission answers the question, “What isthis organization attempting to accomplish?” The missionmight define customers or markets served, distinctive com-petencies, or technologies used.

Multiple Requirements

The term “multiple requirements” refers to the individualquestions Criteria users need to answer within each Area toAddress. These questions constitute the details of an Item’srequirements. They are presented in black text under eachItem’s Area(s) to Address. This presentation is illustrated inthe Item format shown on page 50. See the definition of“overall requirements” for more information on Areas toAddress.

Overall Requirements

The term “overall requirements” refers to the specific AreasCriteria users need to address when responding to thecentral theme of an Item. Overall requirements address themost significant features of the Item requirements.

In the Criteria, the overall requirements of each Item areintroduced in blue text and assigned a letter designation foreach Area to Address. This presentation is illustrated in theItem format shown on page 50.

Performance

The term “performance” refers to output results obtainedfrom processes, products, and services that permit evalua-tion and comparison relative to goals, standards, past re-sults, and other organizations. Performance might be ex-pressed in nonfinancial and financial terms.

The Baldrige Criteria address three types of performance:(1) customer-focused, including key product and service per-formance; (2) financial and marketplace; and (3) operational.

“Customer-focused performance” refers to performancerelative to measures and indicators of customers’ percep-tions, reactions, and behaviors and to measures and indica-tors of product and service characteristics important tocustomers. Examples include customer retention, com-plaints, customer survey results, product reliability, on-time

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delivery, customer-experienced defect levels, and serviceresponse time.

“Financial and marketplace performance” refers to perfor-mance relative to measures of cost, revenue, and marketposition, including asset utilization, asset growth, and mar-ket share. Examples include returns on investments, valueadded per employee, debt to equity ratio, returns on assets,operating margins, cash-to-cash cycle time, other profitabil-ity and liquidity measures, and market gains.

“Operational performance” refers to organizational, humanresource, and supplier performance relative to effectivenessand efficiency measures and indicators. Examples includecycle time, productivity, waste reduction, regulatory compli-ance, and community involvement. Operational performancemight be measured at the work unit level, key process level,and organizational level.

Performance Excellence

The term “performance excellence” refers to an integratedapproach to organizational performance management thatresults in (1) delivery of ever-improving value to customers,contributing to marketplace success; (2) improvement ofoverall organizational effectiveness and capabilities; and (3)organizational and personal learning. The Baldrige Criteriafor Performance Excellence provide a framework and anassessment tool for understanding organizational strengthsand opportunities for improvement and thus for guidingplanning efforts.

Performance Projections

The term “performance projections” refers to estimates offuture performance or goals for future results. Projectionsmay be inferred from past performance, may be based oncompetitors’ performance, or may be predicted based onchanges in a dynamic marketplace. Projections integrateestimates of your organization’s rate of improvement andchange, and they may be used to indicate where break-through improvement or change is needed. Thus, perfor-mance projections serve as a key planning management tool.

Process

The term “process” refers to linked activities with the pur-pose of producing a product or service for a customer (user)within or outside the organization. Generally, processesinvolve combinations of people, machines, tools, techniques,and materials in a systematic series of steps or actions. Insome situations, processes might require adherence to aspecific sequence of steps, with documentation (sometimesformal) of procedures and requirements, including well-defined measurement and control steps.

In many service situations, particularly when customers aredirectly involved in the service, process is used in a moregeneral way, i.e., to spell out what must be done, possibly

including a preferred or expected sequence. If a sequence iscritical, the service needs to include information to helpcustomers understand and follow the sequence. Serviceprocesses involving customers also require guidance to theproviders of those services on handling contingencies relat-ed to customers’ likely or possible actions or behaviors.

In knowledge work such as strategic planning, research,development, and analysis, process does not necessarily implyformal sequences of steps. Rather, process implies generalunderstandings regarding competent performance such astiming, options to be included, evaluation, and reporting.Sequences might arise as part of these understandings.

Productivity

The term “productivity” refers to measures of the efficiencyof resource use.

Although the term often is applied to single factors such asstaffing (labor productivity), machines, materials, energy, andcapital, the productivity concept applies as well to the totalresources used in producing outputs. The use of an aggre-gate measure of overall productivity allows a determinationof whether the net effect of overall changes in a process—possibly involving resource tradeoffs—is beneficial.

Purpose

The term “purpose” refers to the fundamental reason thatan organization exists. The primary role of purpose is toinspire an organization and guide its setting of values.Purpose is generally broad and enduring. Two organizationsin different businesses could have similar purposes, and twoorganizations in the same business could have differentpurposes.

Results

The term “results” refers to outcomes achieved by an orga-nization in addressing the requirements of a BaldrigeCriteria Item. Results are evaluated on the basis of currentperformance; performance relative to appropriate compar-isons; the rate, breadth, and importance of performanceimprovements; and the relationship of results measures tokey organizational performance requirements. For furtherdescription, see the Scoring System on page 47.

Senior Leaders

The term “senior leaders” refers to an organization’s seniormanagement group or team. In many organizations, thisconsists of the head of the organization and his or her directreports.

Stakeholders

The term “stakeholders” refers to all groups that are ormight be affected by an organization’s products, services,

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and actions. Examples of key stakeholders include customers,employees, partners, stockholders, and local/professionalcommunities.

Strategic Challenges

The term “strategic challenges” refers to those pressuresthat exert a decisive influence on an organization’s likeli-hood of future success. These challenges frequently aredriven by an organization’s future competitive positionrelative to other providers of similar products or services.While not exclusively so, strategic challenges generally areexternally driven. However, in responding to externallydriven strategic challenges, an organization may face inter-nal strategic challenges.

External strategic challenges may relate to customer ormarket needs/expectations; product/service or technologicalchanges; or financial, societal, and other risks. Internalstrategic challenges may relate to an organization’s capabili-ties or its human and other resources.

See the definition of “strategic objectives” for the relation-ship between strategic challenges and the strategic objec-tives an organization articulates to address key challenges.

Strategic Objectives

The term “strategic objectives” refers to an organization’sarticulated aims or responses to address major change/improvement, competitiveness issues, and/or business advan-tages. Strategic objectives generally are focused externallyand relate to significant customer, market, product/service,or technological opportunities and challenges (strategicchallenges). Broadly stated, they are what an organizationmust achieve to remain or become competitive. Strategicobjectives set an organization’s longer-term directions andguide resource allocations and redistributions.

See the definition of “action plans” on page 29 for therelationship between strategic objectives and action plansand for an example of each.

Systematic

The term “systematic” refers to approaches that are repeat-able and use data and information so that improvement andlearning are possible. In other words, approaches are sys-tematic if they build in the opportunity for evaluation andlearning and thereby permit a gain in maturity. For use ofthe term, see the Scoring Guidelines on page 48.

Trends

The term “trends” refers to numerical information thatshows the direction and rate of change for an organization’sresults. Trends provide a time sequence of organizationalperformance.

A minimum of three data points generally is needed tobegin to ascertain a trend. The time period for a trend isdetermined by the cycle time of the process being measured.Shorter cycle times demand more frequent measurement,while longer cycle times might require longer periods be-fore a meaningful trend can be determined.

Examples of trends called for by the Criteria include datarelated to customer and employee satisfaction and dissatis-faction results, product and service performance, financialperformance, marketplace performance, and operationalperformance, such as cycle time and productivity.

Value

The term “value” refers to the perceived worth of a product,service, process, asset, or function relative to cost and rela-tive to possible alternatives.

Organizations frequently use value considerations to deter-mine the benefits of various options relative to their costs,such as the value of various product and service combina-tions to customers. Organizations need to understand whatdifferent stakeholder groups value and then deliver value toeach group. This frequently requires balancing value forcustomers and other stakeholders, such as stockholders, em-ployees, and the community.

Values

The term “values” refers to the guiding principles and/orbehaviors that embody how the organization and its peopleare expected to operate. Values reflect and reinforce thedesired culture of an organization. Values support and guidethe decision making of every employee, helping the organi-zation to accomplish its mission and attain its vision in anappropriate manner.

Vision

The term “vision” refers to the desired future state of anorganization. The vision describes where an organization isheaded, what it intends to be, or how it wishes to be per-ceived.

Work Systems

The term “work systems” refers to how your employees areorganized into formal or informal units; how job responsi-bilities are managed; and your processes for compensation,employee performance management, recognition, commu-nication, hiring, and succession planning. Organizationsdesign work systems to align their components to enableand encourage all employees to contribute effectively and tothe best of their ability.

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2002 CRITERIA: CATEGORY AND ITEM DESCRIPTIONS

Leadership (Category 1)

Leadership addresses how your senior leaders guide yourorganization in setting organizational values, directions, andperformance expectations. Attention is given to how yoursenior leaders communicate with employees, review organi-zational performance, and create an environment thatencourages high performance. The Category also includesyour organization’s responsibilities to the public and howyour organization practices good citizenship.

1.1 Organizational Leadership

Purpose

This Item examines the key aspects of your organization’sleadership and the actions of your senior leaders to createand sustain a high-performance organization.

Requirements

You are asked how your senior leaders set and deployvalues, short- and longer-term directions, and performanceexpectations and balance the expectations of customers andother stakeholders. This includes how leaders create anenvironment for empowerment, innovation, organizationalagility, and learning.

You also are asked how your senior leaders review organiza-tional performance, what key performance measures theyregularly review, and how review findings are used to driveimprovement and innovation, including improvement inyour leaders’ effectiveness.

Comments ■ Leadership’s central roles in setting values and directions,

creating and balancing value for all stakeholders, anddriving performance are the focus of this Item. Successrequires a strong orientation to the future and a commit-ment to both improvement and innovation. Increasingly,this requires creating an environment for empowermentand agility, as well as the means for rapid and effectiveapplication of knowledge.

■ The organizational review called for in this Item isintended to cover all areas of performance. This includesnot only how well you currently are performing but alsohow well you are moving toward the future. It is antici-pated that the review findings will provide a reliablemeans to guide both improvement and opportunities for innovation that are tied to your organization’s keyobjectives, success factors, and measures. Therefore, animportant component of your senior leaders’ organiza-tional review is the translation of the review findings intoan action agenda sufficiently specific for deploymentthroughout your organization and to your suppliers/partners and key customers.

1.2 Public Responsibility and Citizenship

Purpose

This Item examines how your organization fulfills its publicresponsibilities and encourages, supports, and practicesgood citizenship.

Requirements

You are asked how your organization addresses its currentand future impacts on society in a proactive manner andhow you accomplish ethical business practices in all stake-holder interactions. The impacts and practices are expectedto cover all relevant and important areas—products, ser-vices, and operations.

You also are asked how your organization, your seniorleaders, and your employees identify, support, andstrengthen your key communities as part of good citizen-ship practices.

Comments

■ An integral part of performance management andimprovement is proactively addressing legal and regula-tory requirements and risk factors. Addressing these areasrequires establishing appropriate measures/indicators thatsenior leaders track in their overall performance review.Your organization should be sensitive to issues of publicconcern, whether or not these issues are currently embod-ied in law.

■ Citizenship implies going beyond a compliance orienta-tion. Good citizenship opportunities are available toorganizations of all sizes. These opportunities includeencouraging and supporting your employees’ communityservice.

■ Examples of organizational community involvementinclude influencing the adoption of higher standards ineducation by communicating employability requirementsto schools and school boards; partnering with otherbusinesses and health care providers to improve health inthe local community by providing education and volun-teer services to address public health issues; and partner-ing to influence trade, business, and professional associa-tions to engage in beneficial, cooperative activities, suchas sharing best practices to improve overall U.S. globalcompetitiveness and the environment.

Strategic Planning (Category 2)

Strategic Planning addresses strategic and action planningand deployment of plans. The Category stresses thatcustomer-driven quality and operational performance arekey strategic issues that need to be integral parts of yourorganization’s overall planning.

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Specifically,

■ customer-driven quality is a strategic view of quality.The focus is on the drivers of customer satisfaction,customer retention, new markets, and market share—key factors in competitiveness, profitability, andbusiness success.

■ operational performance improvement contributes toshort-term and longer-term productivity growth andcost/price competitiveness. Building operationalcapability—including speed, responsiveness, andflexibility—represents an investment in strengtheningyour competitive fitness.

The Criteria emphasize that improvement and learning needto be embedded in work processes. The special role ofstrategic planning is to align work processes with yourorganization’s strategic directions, thereby ensuring thatimprovement and learning reinforce organizational priorities.

The Strategic Planning Category examines how yourorganization

■ understands the key customer, market, and operationalrequirements as input to setting strategic directions.This helps to ensure that ongoing process improve-ments and change are aligned with your organization’sstrategic directions.

■ optimizes the use of resources, ensures the availabilityof trained employees, and bridges short-term andlonger-term requirements that may entail capitalexpenditures, technology development or acquisition,and supplier development.

■ ensures that deployment will be effective—that thereare mechanisms to transmit requirements and achievealignment on three levels: (1) the organization/execu-tive level, (2) the key process level, and (3) the workunit/individual job level.

The requirements in the Strategic Planning Categoryencourage strategic thinking and acting—to develop a basis

for a distinct competitive position in the marketplace. Theserequirements do not imply formalized plans, planning systems,departments, or specific planning cycles. They also do not implythat all your improvements could or should be planned inadvance. An effective improvement system combinesimprovements of many types and degrees of involvement.This requires clear strategic guidance, particularly whenimprovement alternatives, including major change, competefor limited resources. In most cases, setting prioritiesdepends heavily on a cost rationale. However, you alsomight have critical requirements, such as public responsibil-ities, that are not driven by cost considerations alone.

2.1 Strategy Development

Purpose

This Item examines how your organization sets strategicdirections and develops your strategic objectives, guidingand strengthening your overall performance and com-petitiveness.

Requirements

You are asked to outline your organization’s strategicplanning process, including identifying key participants, keysteps, and your planning time horizons. You are asked howyou consider key factors that affect your organization’sfuture. These factors cover external and internal influenceson your organization. You are asked to address each factorand outline how relevant data and information are gatheredand analyzed.

You also are asked to summarize your key strategic objec-tives and your timetable for accomplishing them. Finally,you are asked how these objectives address the challengesoutlined in your Organizational Profile.

Comments■ This Item calls for basic information on the planning

process and for information on all the key influences,risks, challenges, and other requirements that might affectyour organization’s future opportunities and directions—taking as long-term a view as possible. This approach isintended to provide a thorough and realistic context forthe development of a customer- and market-focusedstrategy to guide ongoing decision making, resourceallocation, and overall management.

■ This Item is intended to cover all types of businesses,competitive situations, strategic issues, planningapproaches, and plans. The requirements explicitly callfor a future-oriented basis for action but do not implyformalized planning, planning departments, planningcycles, or a specified way of visualizing the future. Even ifyour organization is seeking to create an entirely newbusiness situation, it is still necessary to set and to test theobjectives that define and guide critical actions andperformance.

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■ This Item emphasizes competitive leadership, whichusually depends on revenue growth and operationaleffectiveness. Competitive leadership requires a view ofthe future that includes not only the markets or segmentsin which your organization competes but also how itcompetes. How it competes presents many options andrequires that you understand your organization’s and yourcompetitors’ strengths and weaknesses. Although nospecific time horizons are included, the thrust of this Itemis sustained competitive leadership.

■ An increasingly important part of strategic planning isprojecting the future competitive environment. Suchprojections help to detect and reduce competitive threats,to shorten reaction time, and to identify opportunities.Depending on the size and type of business, maturity ofmarkets, pace of change, and competitive parameters(such as price or innovation rate), organizations might usea variety of modeling, scenarios, or other techniques andjudgments to anticipate the competitive environment.

2.2 Strategy Deployment

Purpose

This Item examines how your organization converts yourstrategic objectives into action plans to accomplish theobjectives and how your organization assesses progressrelative to these action plans. The aim is to ensure that yourstrategies are deployed for goal achievement.

Requirements

You are asked how you develop and deploy action plans thataddress your organization’s key strategic objectives, includ-ing the allocation of needed resources. You are asked tosummarize your key short- and longer-term action plans.Particular attention is given to changes in products/services,customers/markets, and how you operate. You also are askedabout your key human resource plans that will enableaccomplishment of your strategic objectives and actionplans.

You are asked to give your key measures/indicators used intracking progress relative to the action plans and how youuse these measures to achieve organizational alignment andcoverage of all key work units and stakeholders. Finally, you are asked to provide a projection of key performancemeasures/indicators. As part of this projection, you areasked how your projected performance compares withcompetitors’ performance, key benchmarks, goals, and pastperformance.

Comments■ This Item asks how your action plans are developed and

deployed. Accomplishment of action plans requiresresources and performance measures, as well as thealignment of work unit and supplier/partner plans. Of

central importance is how you achieve alignment andconsistency—for example, via key processes and keymeasurements. Also, alignment and consistency areintended to provide a basis for setting and communicatingpriorities for ongoing improvement activities—part of thedaily work of all work units. In addition, performancemeasures are critical for tracking performance. Actionplans include human resource plans that support youroverall strategy.

■ Key changes in your products/services or customers/mar-kets might include Web-based or e-commerce initiatives,integrated within or separate from your current business.

■ Examples of possible human resource plan elements are

• a redesign of your work organization and/or jobs toincrease employee empowerment and decision making

• initiatives to promote greater labor-managementcooperation, such as union partnerships

• initiatives to foster knowledge sharing and organiza-tional learning

• modification of your compensation and recognitionsystems to recognize team, organizational, stockmarket, customer, or other performance attributes

• education and training initiatives, such as develop-mental programs for future leaders, partnerships withuniversities to help ensure the availability of futureemployees, and establishment of technology-basedtraining capabilities

■ Projections and comparisons in this Item are intended toencourage your organization to improve its ability tounderstand and track dynamic, competitive performancefactors. Through this tracking process, your organizationshould be better prepared to take into account its rate ofimprovement and change relative to competitors’ andrelative to your own targets or stretch goals. Such track-ing serves as a key diagnostic management tool.

■ In addition to improvement relative to past performanceand competitors’ performance, projected performancealso might include changes resulting from new businessventures, entry into new markets, e-commerce initiatives,product/service innovations, or other strategic thrusts.

Customer and Market Focus (Category 3)

Customer and Market Focus addresses how your organiza-tion seeks to understand the voices of customers and of themarketplace. The Category stresses relationships as animportant part of an overall listening, learning, and perfor-mance excellence strategy. Your customer satisfaction anddissatisfaction results provide vital information for under-standing your customers and the marketplace. In manycases, such results and trends provide the most meaningful

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information, not only on your customers’ views but also ontheir marketplace behaviors—repeat business and positivereferrals.

3.1 Customer and Market Knowledge

Purpose

This Item examines your organization’s key processes forgaining knowledge about your current and future customersand markets, with the aim of offering relevant products andservices, understanding emerging customer requirementsand expectations, and keeping pace with marketplacechanges and changing ways of doing business.

Requirements

You are asked how you determine key customer groups andhow you segment your markets. You are asked how youconsider potential customers, including your competitors’customers. You are asked how you determine key require-ments for and drivers of purchase decisions and how youdetermine key product/service features. You also are askedhow these determinations include relevant information fromcurrent and former customers.

Finally, you are asked how you keep your customer listeningand learning methods current with your changing businessneeds and directions.

Comments■ In a rapidly changing competitive environment, many

factors may affect customer preference and loyalty andyour interface with customers in the marketplace. Thismakes it necessary to listen and learn on a continuousbasis. To be effective, listening and learning need to beclosely linked with your organization’s overall businessstrategy.

■ Knowledge of customer groups and market segmentsallows your organization to tailor listening and learningstrategies and marketplace offerings, to support and tailoryour marketing strategies, and to develop new business.

■ A relationship strategy may be possible with some cus-tomers but not with others. Differing relationships mayrequire distinctly different listening and learning strate-gies. The use of e-commerce is rapidly changing manymarketplaces and may affect your listening and learningstrategies, as well as your definition of customer groupsand market segments.

■ Selection of listening and learning strategies depends onyour organization’s key business factors. Increasingly,companies interact with customers via multiple modes.Some frequently used modes include focus groups with keycustomers; close integration with key customers; interviewswith lost customers about their purchase decisions; use ofthe customer complaint process to understand key productand service attributes; won/lost analysis relative to competi-tors; and survey/feedback information, including informa-tion collected on the Internet.

3.2 Customer Relationships and Satisfaction

Purpose

This Item examines your organization’s processes forbuilding customer relationships and determining customersatisfaction, with the aim of acquiring new customers,retaining existing customers, and developing new marketopportunities.

Requirements

You are asked how you build relationships to acquire andsatisfy customers and to develop repeat business and

positive referrals.

You are asked how you deter-mine key customer contactrequirements and how thesevary for different modes ofaccess. As part of this response,you are asked to describe keyaccess mechanisms for cus-tomers to seek information,conduct business, and makecomplaints. You are asked howcustomer contact requirementsare deployed along the entireresponse chain.

You are asked to describe yourcomplaint management process.This description should includehow you ensure prompt andeffective problem resolution.The description also shouldcover how all complaints are

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aggregated and analyzed for use in improvement through-out your organization and by your partners, as appropriate.

You are asked how you keep your approaches to relationshipbuilding and customer access current with your changingbusiness needs and directions.

You are asked how you determine customer satisfaction anddissatisfaction, including how you capture actionable infor-mation that reflects customers’ future business and/or posi-tive referral.

You are asked how you follow up with customers regardingproducts/services and recent transactions to receive promptand actionable feedback.

You are asked how you obtain and use information oncustomer satisfaction relative to satisfaction with competi-tors and/or benchmarks so you can gauge your performancein the marketplace.

Finally, you are asked how you keep your methods fordetermining customer satisfaction current with yourchanging business needs and directions.

Comments■ This Item emphasizes how you obtain actionable informa-

tion from customers. Information that is actionable can betied to key product, service, and business processes and beused to determine cost/revenue implications for settingimprovement and change priorities.

■ Complaint aggregation, analysis, and root cause determi-nation should lead to effective elimination of the causes ofcomplaints and to setting priorities for process, product,and service improvements. Successful outcomes requireeffective deployment of information throughout theorganization.

■ In determining customers’ satisfaction, a key aspect istheir comparative satisfaction with competitors andcompeting or alternative offerings. Such informationmight be derived from your own comparative studies orfrom independent studies. The factors that lead tocustomer preference are of critical importance in under-standing factors that drive markets and potentially affectlonger-term competitiveness.

■ Changing business needs and directions might includenew modes of customer access, such as the Internet. Insuch cases, key contact requirements might include on-line security for customers and access to personal assis-tance.

Information and Analysis (Category 4)

The Information and Analysis Category is the main pointwithin the Criteria for all key information about effectivelymeasuring and analyzing performance to drive improve-ment and organizational competitiveness. In the simplest

terms, Category 4 is the “brain center” for the alignment ofyour organization’s operations and its strategic objectives.Central to such use of data and information are their qualityand availability. Furthermore, since information and analysismight themselves be primary sources of competitive advan-tage and productivity growth, the Category also includessuch strategic considerations.

4.1 Measurement and Analysis of OrganizationalPerformance

Purpose

This Item examines your organization’s selection, manage-ment, and use of data and information for performancemeasurement and analysis in support of organizationalplanning and performance improvement. The Item servesas a central collection and analysis point in an integratedperformance measurement and management system thatrelies on financial and nonfinancial data and information.The aim of measurement and analysis is to guide yourorganization’s process management toward the achievementof key business results and strategic objectives.

Requirements

You are asked how you gather and integrate data andinformation for monitoring daily operations and supportingorganizational decision making and how you select and usemeasures for tracking those operations and overall organiza-tional performance. You also are asked how you select anduse comparative data and information to help drive perfor-mance improvement. These requirements address the majorcomponents of an effective performance measurementsystem.

You are asked what analyses you perform to support yoursenior leaders’ assessment of overall organizational perfor-mance and your strategic planning. You are asked how theresults of organizational-level analysis are communicated tosupport decision making throughout your organization andare aligned with your business results, strategic objectives,and action plans.

Finally, you are asked how you keep your organization’sperformance measurement system current with changingbusiness needs and directions.

Comments■ Alignment and integration are key concepts for successful

implementation of your performance measurementsystem. They are viewed in terms of extent and effective-ness of use to meet your performance assessment needs.Alignment and integration include how measures arealigned throughout your organization, how they areintegrated to yield organization-wide data/information,and how performance measurement requirements aredeployed by your senior leaders to track work group andprocess-level performance on key measures targeted fororganization-wide significance and/or improvement.

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■ The use of comparative data and information is importantto all organizations. The major premises for use are (1) your organization needs to know where it stands rela-tive to competitors and to best practices, (2) comparativeand benchmarking information often provides the impe-tus for significant (“breakthrough”) improvement orchange, and (3) comparing performance informationfrequently leads to a better understanding of your pro-cesses and their performance. Benchmarking informationalso may support business analysis and decisions relatingto core competencies, alliances, and outsourcing.

■ Your effective selection and use of comparative data and information require (1) determination of needs andpriorities; (2) criteria for seeking appropriate sources forcomparisons—from within and outside your organiza-tion’s industry and markets; and (3) use of data andinformation to set stretch goals and to promote major,nonincremental (“breakthrough”) improvements in areasmost critical to your organization’s competitive strategy.

■ Individual facts and data do not usually provide aneffective basis for setting organizational priorities. ThisItem emphasizes that close alignment is needed betweenyour analysis and your organizational performance reviewand between your analysis and your organizationalplanning. This ensures that analysis is relevant to decision

making and that decision making is based on relevant dataand information.

■ Action depends on understanding cause-effect connec-tions among processes and between processes and busi-ness/performance results. Process actions and their resultsmay have many resource implications. Organizations havea critical need to provide an effective analytical basis fordecisions because resources for improvement are limitedand cause-effect connections are often unclear.

■ Analyses that your organization conducts to gain anunderstanding of performance and needed actions mayvary widely depending on your type of organization, size,competitive environment, and other factors. Examples ofpossible analyses include

• how product and service quality improvement corre-lates with key customer indicators such as customersatisfaction, customer retention, and market share

• cost/revenue implications of customer-relatedproblems and effective problem resolution

• interpretation of market share changes in terms ofcustomer gains and losses and changes in customersatisfaction

• improvement trends in key operational performanceindicators such as productivity, cycle time, wastereduction, new product introduction, and defectlevels

• relationships between employee/organizationallearning and value added per employee

• financial benefits derived from improvements inemployee safety, absenteeism, and turnover

• benefits and costs associated with education andtraining, including Internet-based, or e-learning,opportunities

• benefits and costs associated with improved organiza-tional knowledge management and sharing

• how the ability to identify and meet employeerequirements correlates with employee retention,motivation, and productivity

• cost/revenue implications of employee-relatedproblems and effective problem resolution

• individual or aggregate measures of productivity andquality relative to competitors’

• cost trends relative to competitors’• relationships among product/service quality, opera-

tional performance indicators, and overall financialperformance trends as reflected in indicators such asoperating costs, revenues, asset utilization, and valueadded per employee

• allocation of resources among alternative improve-ment projects based on cost/benefit implications orenvironmental/community impact

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• net earnings derived from quality, operational, andhuman resource performance improvements

• comparisons among business units showing howquality and operational performance improvementaffect financial performance

• contributions of improvement activities to cash flow,working capital use, and shareholder value

• profit impacts of customer retention• cost/revenue implications of new market entry,

including global market entry or expansion• cost/revenue, customer, and productivity implica-

tions of engaging in and/or expanding e-commerce/e-business and use of the Internet and intranets

• market share versus profits• trends in economic, market, and shareholder indica-

tors of value

■ The availability of electronic data and information ofmany kinds (e.g., financial, operational, customer-related,accreditation/regulatory) and from many sources (e.g.,internal, third party, and public sources; the Internet;Internet tracking software) permits extensive analysis andcorrelations. Effectively utilizing and prioritizing thiswealth of information are significant organizationalchallenges.

4.2 Information Management

Purpose

This Item examines how your organization ensures theavailability of high-quality, timely data and information forall your key users—employees, suppliers/partners, andcustomers.

Requirements

You are asked how you make data and information availableand accessible to your user communities. You are asked howyou ensure that the data and information have all the char-acteristics your users expect: reliability, accuracy, timeliness,and appropriate levels of security and confidentiality.

You also are asked how you ensure that your hardwaresystems and software are reliable and user friendly so thataccess is facilitated and encouraged.

Finally, you are asked how you keep your data availabilitymechanisms, software, and hardware current with changingbusiness needs and directions.

Comments■ Managing information can require a significant commit-

ment of resources as the sources of data and informationgrow dramatically. The expanding use of electronicinformation within organizations’ operations, as part oforganizational knowledge networks, from the Internet,and in business-to-business and business-to-consumer

communications challenges organizational abilities toensure reliability and availability in a user-friendly format.

■ Data and information are especially important in businessnetworks, alliances, and supply chains. Your responses tothis Item should take into account this use of data andinformation and should recognize the need for rapid datavalidation and reliability assurance, given the increasinguse of electronic data transfer.

Human Resource Focus (Category 5)

Human Resource Focus addresses key human resourcepractices—those directed toward creating and maintaining ahigh-performance workplace and toward developing em-ployees to enable them and your organization to adapt tochange. The Category covers human resource developmentand management requirements in an integrated way, i.e.,aligned with your organization’s strategic objectives. Yourhuman resource focus includes your work environment andyour employee support climate.

To reinforce the basic alignment of human resource man-agement with overall strategy, the Criteria also cover humanresource planning as part of overall planning in the Stra-tegic Planning Category.

5.1 Work Systems

Purpose

This Item examines your organization’s systems for workand jobs, compensation, employee performance manage-ment, motivation, recognition, communication, and hiring,with the aim of enabling and encouraging all employees tocontribute effectively and to the best of their ability. Thesesystems are intended to foster high performance, to resultin individual and organizational learning, and to enableadaptation to change.

Requirements

You are asked how you organize and manage work and jobsto promote cooperation, initiative/innovation, and flexibil-ity. You are asked how you achieve effective communicationand knowledge/skill sharing. You also are asked how yourmanagers and supervisors motivate employees to developand utilize their full potential, including the mechanismsyou use to attain job- and career-related learning objectives.

You are asked how your employee performance manage-ment system, including feedback to employees, supportshigh performance and a customer/business focus. Thisshould include how compensation, recognition, and relatedpractices reinforce these objectives.

You are asked how you accomplish effective successionplanning for senior leadership and others.

Finally, you are asked how you identify the capabilitiesneeded by potential employees and how you recruit, hire,

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and retain new employees. Your considerations shouldinclude the ability of your work system to benefit from thediverse ideas and cultures of your communities.

Comments■ High-performance work is characterized by flexibility,

innovation, knowledge and skill sharing, alignment withorganizational objectives, customer focus, and rapidresponse to changing business needs and requirements ofthe marketplace. The focus of this Item is on a workforcecapable of achieving high performance. In addition toenabled employees and proper work system design, high-performance work requires ongoing education andtraining, as well as information systems that ensure properinformation flow. To help employees realize their fullpotential, many organizations use individual developmentplans prepared with each employee and addressing his/hercareer and learning objectives.

■ Work and job factors for your consideration includesimplification of job classifications, cross-training, jobrotation, use of teams (including self-directed teams), andchanges in work layout and location. Also important iseffective communication across functions and work unitsto ensure a focus on customer requirements and to ensurean environment with trust, knowledge sharing, andmutual respect.

■ Compensation and recognition systems should bematched to your work systems. To be effective, compensa-tion and recognition might be tied to demonstrated skillsand/or to peer evaluations. Compensation and recogni-tion approaches also might include profit sharing, reward-ing exemplary team or unit performance, and linkage tocustomer satisfaction and loyalty measures or other busi-ness objectives.

■ The requirements of high-performance work, coupledwith the challenges of tight labor markets, necessitatemore attention to succession planning and hiring profiles.This should include and capitalize on diversity factors.

5.2 Employee Education, Training, and Development

Purpose

This Item examines the education, training, and on-the-jobreinforcement of knowledge and skills of your organization’sworkforce, with the aim of meeting ongoing needs of em-ployees and a high-performance workplace.

Requirements

You are asked how education and training tie to your actionplans, including how education and training balance short-and longer-term individual and organizational objectives.You are asked how you seek and use input on education andtraining needs and delivery from those most directlybenefitting—employees and their supervisors/managers.

You are asked how you address key organizational needsassociated with technological change, management/leader-ship development, orientation of new employees, safety,performance improvement, and diversity.

You are asked how you deliver and evaluate education andtraining, taking into account individual and organizationalperformance. Finally, you are asked how you reinforceknowledge and skills on the job.

Comments■ Depending on the nature of your organization’s work,

employees’ responsibilities, and the stage of organiza-tional and personal development, education and trainingneeds might vary greatly. These needs might includegaining skills for knowledge sharing, communications,teamwork, problem solving, interpreting and using data,meeting customer requirements, process analysis andsimplification, waste and cycle time reduction, and settingpriorities based on strategic alignment or cost/benefitanalysis. Education needs also might include basic skills,such as reading, writing, language, arithmetic, and,increasingly, basic computer skills.

■ Education and training delivery might occur inside oroutside your organization and could involve on-the-job,classroom, computer-based, or distance learning, as wellas other types of delivery. Training also might occurthrough developmental assignments within or outsideyour organization.

■ When you evaluate education and training, you shouldseek effectiveness measures as a critical part of theevaluation. Such measures might address the impact onindividual, unit, and organizational performance; theimpact on customer-related performance; and a cost/benefit analysis of the training.

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■ Although this Item does not specifically ask you abouttraining for customer contact employees, such training isimportant and common. It frequently includes learningcritical knowledge and skills in the following areas: yourproducts, services, and customers; how to listen to cus-tomers; recovery from problems or failures; and how toeffectively manage customer expectations.

5.3 Employee Well-Being and Satisfaction

Purpose

This Item examines your organization’s work environment,your employee support climate, and how you determineemployee satisfaction, with the aim of fostering the well-being, satisfaction, and motivation of all employees whilerecognizing their diverse needs.

Requirements

You are asked how you ensure a safe and healthful workenvironment for all employees, taking into account theirdiffering work environments and associated requirements.Special emphasis is placed on how employees contribute toidentifying important factors and to improving workplacesafety. You also are asked to identify appropriate measuresand targets for key environmental factors so that status andprogress can be tracked.

You are asked how you determine the key factors that affectemployee well-being, satisfaction, and motivation. Includedis how these factors are segmented for a diverse workforceand different categories/types of employees. In addition,you are asked how your services, benefits, and policies sup-port employee well-being, satisfaction, and motivationbased upon a holistic view of this key stakeholder group.Special emphasis is placed on the variety of approaches youuse to satisfy a diverse workforce with differing needs andexpectations.

You are asked to describe formal and/or informal assess-ment methods and measures you use to determine employeewell-being, satisfaction, and motivation. This descriptionshould include how you tailor these methods and measuresto a diverse workforce and how you use other indicators(e.g., employee turnover) to support your assessment.Finally, you are asked how you relate assessment findings tokey business results to identify key priorities.

Comments■ Most organizations, regardless of size, have many oppor-

tunities to contribute to employees’ well-being, satisfac-tion, and motivation. Some examples of services, facilities,activities, and other opportunities are personal and careercounseling; career development and employability ser-vices; recreational or cultural activities; formal and infor-mal recognition; nonwork-related education; day care;special leave for family responsibilities and/or communityservice; flexible work hours and benefits packages;

outplacement services; and retiree benefits, includingextended health care and access to employee services.

■ Although satisfaction with pay and satisfaction withpromotion are important, these two factors generally arenot sufficient to ensure overall employee satisfaction,motivation, and high performance. Some examples ofother factors to consider are effective employee problemand grievance resolution; employee development andcareer opportunities; work environment and managementsupport; workload; communication, cooperation, andteamwork; job security; appreciation of the differing needsof diverse employee groups; and organizational supportfor serving customers.

■ In addition to direct measures of employee satisfactionand well-being through formal or informal surveys, some other indicators include absenteeism, turnover,grievances, strikes, Occupational Safety and HealthAdministration (OSHA) reportables, and worker’s com-pensation claims.

Process Management (Category 6)

Process Management is the focal point within the Criteriafor all key work processes. Built into the Category are thecentral requirements for efficient and effective processmanagement: effective design; a prevention orientation;linkage to suppliers and partners and a focus on supplychain integration; operational performance; cycle time; andevaluation, continuous improvement, and organizationallearning.

Agility, cost reduction, and cycle time reduction are increas-ingly important in all aspects of process management andorganizational design. In simplest terms, “agility” refers toyour ability to adapt quickly, flexibly, and effectively tochanging requirements. Depending on the nature of yourorganization’s strategy and markets, agility might meanrapid changeover from one product to another, rapidresponse to changing demands, or the ability to produce awide range of customized services. Agility also increasinglyinvolves decisions to outsource, agreements with keysuppliers, and novel partnering arrangements. Flexibilitymight demand special strategies, such as implementingmodular designs, sharing components, sharing manufactur-ing lines, and providing specialized training. Cost and cycletime reduction often involve agile process managementstrategies. It is crucial to utilize key measures for trackingall aspects of your overall process management.

6.1 Product and Service Processes

Purpose

This Item examines your organization’s key product andservice design and delivery processes, with the aim ofimproving your marketplace and operational performance.

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Requirements

You are asked to identify your key design processes forproducts and services and their related production anddelivery processes. You are asked how you address keyrequirements, such as customer/market requirements andnew technology, including e-technology. You also are askedhow you address key factors in design effectiveness, includ-ing cost control, cycle time, and learning from past designprojects. Finally, you are asked how you ensure that designprocesses cover all key operational performance require-ments and appropriate coordination and testing to ensureeffective product/service launch without need for rework.

You are asked to identify your key production/deliveryprocesses, their key performance requirements, and keyperformance measures. These requirements and measuresare the basis for maintaining and improving your products,services, and production/delivery processes. You also areasked how you perform inspections, tests, and audits tominimize rework and warranty costs, and you are askedabout your prevention-based processes for minimizing theneed for inspections, tests, and audits. Finally, you are askedhow you improve your production/delivery systems andprocesses to achieve better processes and products/services.

Comments■ Your design approaches could differ appreciably depend-

ing on the nature of your products/services—whether theproducts/services are entirely new, variants, or involvemajor or minor process changes. You should consider thekey requirements for your products and services. Factorsthat might need to be considered in design include safety,long-term performance, environmental impact, “green”manufacturing, measurement capability, process capability,manufacturability, maintainability, variability in customerexpectations requiring product/service options, suppliercapability, and documentation. Effective design also mustconsider cycle time and productivity of production anddelivery processes. This might involve detailed mapping of manufacturing or service processes and redesigning (“re-engineering”) those processes to achieve efficiency, as well as to meet changing customer requirements.

■ This Item calls for information on the incorporation ofnew technology, including e-technology. E-technologymight include sharing information with suppliers/partners,communicating with customers and giving them continu-ous (24/7) access, and automated information transfer fromin-service products requiring maintenance in the field.

■ Many organizations need to consider requirements forsuppliers/partners at the design stage. Overall, effectivedesign must take into account all stakeholders in the valuechain. If many design projects are carried out in parallelor if your organization’s products utilize parts, equipment,and facilities that are used for other products, coordina-tion of resources might be a major concern, but it also

might offer a means to significantly reduce unit costs andtime to market.

■ Coordination of design and production/delivery pro-cesses involves all work units and/or individuals who willtake part in production/delivery and whose performancematerially affects overall process outcome. This mightinclude groups such as R&D, marketing, design, product/process engineering, and key suppliers.

■ This Item calls for information on the management andimprovement of key production/delivery processes. Theinformation required includes a description of the keyprocesses, their specific requirements, and how perfor-mance relative to these requirements is determined andmaintained. Increasingly, these requirements mightinclude the need for agility—speed and flexibility—toadapt to change.

■ Specific reference is made to in-process measurementsand customer/supplier interactions. These measurementsand interactions require the identification of criticalpoints in processes for measurement, observation, orinteraction. These activities should occur at the earliestpoints possible in processes to minimize problems andcosts that may result from deviations from expectedperformance. Achieving expected performance frequentlyrequires setting performance levels or standards to guidedecision making. When deviations occur, correctiveaction is required to restore the performance of theprocess to its design specifications. Depending on thenature of the process, the corrective action could involvetechnical and/or human considerations. Proper correctiveaction involves changes at the source (root cause) of thedeviation. Such corrective action should minimize thelikelihood of this type of variation occurring again orelsewhere in your organization. When customer interac-tions are involved, differences among customers must beconsidered in evaluating how well the process is perform-ing. This might entail allowing for specific or generalcontingencies, depending on the customer informationgathered. This is especially true of professional andpersonal services.

■ This Item also calls for information on how processes are improved to achieve better performance. Betterperformance means not only better quality from yourcustomers’ perspective but also better financial andoperational performance—such as productivity—fromyour organization’s perspective. A variety of processimprovement approaches are commonly used. Theseapproaches include (1) sharing successful strategies acrossyour organization, (2) process analysis and research (e.g.,process mapping, optimization experiments, errorproofing), (3) research and development results, (4) benchmarking, (5) using alternative technology, and(6) using information from customers of the processes—within and outside your organization. Process

44

improvement approaches might utilize financial data toevaluate alternatives and set priorities. Together, theseapproaches offer a wide range of possibilities, includingcomplete redesign (“re-engineering”) of processes.

6.2 Business Processes

Purpose

This Item examines your organization’s key nonproduct/nonservice business processes, with the aim of improvingbusiness success.

Requirements

You are asked to identify your key business processes andtheir design requirements. You are asked how your organi-zation’s key business processes are designed and performedto meet all your requirements and how you incorporateinput from customers and suppliers/partners, as appropriate.

You are asked to identify your key performance measuresfor the control and improvement of your business processes,including how in-process measures and customer and sup-plier feedback are used.

You are asked how you minimize costs associated withinspections, tests, and audits through use of prevention-based processes. Finally, you are asked how you improveyour business processes to achieve better performance andto keep them current with your changing business needsand directions.

Comments■ Your key business processes are those nonproduct/nonser-

vice processes that are considered most important tobusiness growth and success by your senior leaders. Theseprocesses frequently relate to an organization’s strategicobjectives and critical success factors. Key business pro-cesses might include processes for innovation, researchand development, technology acquisition, informationand knowledge management, supply chain management,supplier partnering, outsourcing, mergers and acquisi-tions, global expansion, project management, and sales/marketing. Given the diverse nature of these processes,the requirements and performance characteristics mightvary significantly for different processes.

■ For many organizations, supply chain management is agrowing factor in achieving productivity and profitabilitygoals and overall business success. Suppliers and partnersare receiving increasing strategic attention as organiza-tions re-evaluate their core functions. Supplier processesshould fulfill two purposes: to help improve the perfor-mance of suppliers and partners and also on specificactions to help them contribute to your organization’simproved performance. Supply chain management mightinclude processes for supplier selection, with the aim ofreducing the total number of suppliers and increasingpreferred supplier and partnering agreements.

6.3 Support Processes

Purpose

This Item examines your organization’s key support pro-cesses, with the aim of improving your overall operationalperformance.

Requirements

You are asked to identify your key support processes andtheir design requirements. You are asked how your organi-zation’s key support processes are designed to meet all yourrequirements and how you incorporate input from internalcustomers, as appropriate. You also are asked how day-to-day operation of your key support processes ensures meet-ing the key requirements, including how in-process mea-sures and internal customer feedback are used.

You are asked how you minimize costs associated withinspection, tests, and audits through use of prevention-based processes. Finally, you are asked how you improveyour key support processes to achieve better performanceand to keep them current with your changing businessneeds and directions.

Comments■ Your support processes are those that support your daily

operations and your product and/or service delivery butare not usually designed in detail with the products andservices. The support process requirements usually do notdepend significantly on product and service characteris-tics. Support process design requirements usually dependsignificantly on your internal requirements, and they mustbe coordinated and integrated to ensure efficient, effectivelinkage and performance. Support processes mightinclude finance and accounting, facilities management,legal services, human resource services, public relations,and other administrative services.

■ This Item calls for information on how your organizationevaluates and improves the performance of your keysupport processes. Four approaches frequently used are(1) process analysis and research, (2) benchmarking, (3) use of alternative technology, and (4) use of informa-tion from customers of the processes. Together, theseapproaches offer a wide range of possibilities, includingcomplete redesign (“re-engineering”) of processes.

Business Results (Category 7)

The Business Results Category provides a results focus thatencompasses your customers’ evaluation of your organiza-tion’s products and services, your overall financial andmarket performance, and results of all key processes andprocess improvement activities. Through this focus, theCriteria’s purposes—superior value of offerings as viewed byyour customers and the marketplace, superior organiza-tional performance as reflected in your operational andfinancial indicators, and organizational and personal

45

learning—are maintained. Category 7 thus provides “real-time” information (measures of progress) for evaluation andimprovement of processes, products, and services, in align-ment with your overall organizational strategy. Item 4.1calls for analysis of business results data and information todetermine your overall organizational performance.

7.1 Customer-Focused Results

Purpose

This Item examines your organization’s customer-focusedperformance results, with the aim of demonstrating howwell your organization has been satisfying your customersand delivering product and service quality that lead tosatisfaction, loyalty, and positive referral.

Requirements

You are asked to provide current levels, trends, and appro-priate comparisons for key measures/indicators of customersatisfaction and dissatisfaction, including comparisons withyour competitors’ levels of customer satisfaction. You areasked to provide data and information on customer loyalty(retention), positive referral, and customer-perceived value.

You also are asked to provide levels and trends in keymeasures/indicators of product and service performance.Such results should be for key drivers of your customers’satisfaction and retention.

Comments ■ This Item focuses on the creation and use of all relevant

data to determine and help predict your organization’sperformance as viewed by your customers. Relevant dataand information include customer satisfaction and dis-satisfaction; retention, gains, and losses of customers andcustomer accounts; customer complaints and warrantyclaims; customer-perceived value based on quality andprice; customer assessment of access and ease of use(including courtesy in service interactions); and awards,ratings, and recognition from customers and independentrating organizations.

■ This Item includes measures of product and serviceperformance that serve as indicators of customers’ viewsand decisions relative to future purchases and relation-ships. These measures of product and service performanceare derived from customer-related information gatheredin Items 3.1 and 3.2.

■ Product and service measures appropriate for inclusionmight be based upon the following: internal qualitymeasurements, field performance of products, datacollected from your customers by other organizations onease of use or other attributes, or customer surveys onproduct and service performance.

■ The correlation between product/service performanceand customer indicators is a critical management toolwith multiple uses: (1) defining and focusing on key

quality and customer requirements; (2) identifyingproduct/service differentiators in the marketplace; and (3) determining cause-effect relationships between yourproduct/service attributes and evidence of customersatisfaction and loyalty, as well as positive referrals. Thecorrelation might reveal emerging or changing marketsegments, the changing importance of requirements, oreven the potential obsolescence of offerings.

7.2 Financial and Market Results

Purpose

This Item examines your organization’s financial andmarket results, with the aim of understanding your market-place challenges and opportunities.

Requirements

You are asked to provide levels, trends, and appropriatecomparisons for key financial, market, and business indica-tors. Overall, these results should provide a completepicture of your financial and marketplace success andchallenges.

Comments ■ Measures reported in this Item are those usually tracked

by senior leadership on an ongoing basis to assess yourorganization’s performance.

■ Appropriate financial measures and indicators mightinclude revenue, profits, market position, cash-to-cashcycle time, earnings per share, and returns. Marketplaceperformance measures might include market share,measures of business growth, new product and geogra-phic markets entered (including exports), entry into e-commerce markets, and the percentage of sales derivedfrom new products.

7.3 Human Resource Results

Purpose

This Item examines your organization’s human resourceresults, with the aim of demonstrating how well yourorganization has been creating and maintaining a positive,

46

productive, learning, and caring work environment for allemployees.

Requirements

You are asked to provide current levels, trends, and appro-priate comparisons for key measures/indicators of employeewell-being, satisfaction, dissatisfaction, and development.

You also are asked to provide data and information on theperformance and effectiveness of your organization’s worksystem.

Comments ■ Results reported might include generic or organization-

specific factors. Generic factors might include safety,absenteeism, turnover, satisfaction, and complaints(grievances). For some measures, such as absenteeism and turnover, local or regional comparisons might beappropriate.

■ Organization-specific factors are those you assess fordetermining your employees’ well-being and satisfaction.These factors might include the extent of training orcross-training or the extent and success of self-direction.

■ Results measures reported for work system performancemight include improvement in job classification, jobrotation, work layout, and local decision making. Resultsreported might include input data, such as extent oftraining, but the main emphasis should be on data thatshow effectiveness of outcomes.

7.4 Organizational Effectiveness Results

Purpose

This Item examines your organization’s other key opera-tional performance results, with the aim of achievingorganizational effectiveness, attaining key organizationalgoals, and demonstrating good organizational citizenship.

Requirements

You are asked to provide current levels, trends, and appro-priate comparisons for key measures/indicators of opera-tional and strategic performance that support the ongoingachievement of results reported in Items 7.1 through 7.3.

You also are asked to provide data and information on yourorganization’s regulatory/legal compliance and citizenship.

Comments ■ This Item encourages your organization to develop and

include unique and innovative measures to track businessdevelopment and operational improvement. However, allkey areas of business and operational performance should

be evaluated by measures that are relevant and importantto your organization.

■ Measures/indicators of operational effectiveness andefficiency might include reduced emission levels, wastestream reductions, by-product use, and recycling; internalresponsiveness indicators such as cycle times, productionflexibility, lead times, set-up times, and time to market;business-specific indicators such as innovation rates andincreased use of e-technology, product/process yields, anddelivery performance to request; supply chain indicatorssuch as reductions in inventory and/or incoming inspec-tions, increases in quality and productivity, improvementsin electronic data exchange, and reductions in supplychain management costs; third-party assessment resultssuch as ISO 9000 audits; and indicators of strategic goalachievement.

■ Measures should include environmental and regulatorycompliance and noteworthy achievements in these areas,as appropriate. Results also should include indicators ofsupport for key communities and other public purposes.

■ If your organization has received sanctions or adverseactions under law, regulation, or contract during the pastthree years, the incidents and their current status shouldbe summarized.

47

The scoring of responses to Criteria Items (Items) andAward applicant feedback are based on three evaluationdimensions: (1) Approach, (2) Deployment, and (3) Results.Criteria users need to furnish information relating to thesedimensions. Specific factors for these dimensions are de-scribed below. Scoring Guidelines are given on page 48.

Approach“Approach” refers to how you address the Item require-ments—the method(s) used. The factors used to evaluateapproaches include

■ the appropriateness of the methods to the requirements■ the effectiveness of use of the methods and the degree

to which the approach— is repeatable, integrated, and consistently applied— embodies evaluation/improvement/learning cycles— is based on reliable information and data

■ alignment with your organizational needs■ evidence of beneficial innovation and change

Deployment“Deployment” refers to the extent to which your approach isapplied. The factors used to evaluate deployment include

■ use of the approach in addressing Item requirementsrelevant and important to your organization

■ use of the approach by all appropriate work units

Results“Results” refers to outcomes in achieving the requirements givenin Items 7.1–7.4. The factors used to evaluate results include

■ your current performance■ your performance relative to appropriate comparisons

and/or benchmarks■ rate and breadth of your performance improvements■ linkage of your results measures to important customer,

market, process, and action plan performance require-ments identified in your Organizational Profile and inApproach-Deployment Items

Item Classification and Scoring DimensionsItems are classified according to the kinds of informationand/or data you are expected to furnish relative to the threeevaluation dimensions given above.

The two types of Items and their designations are

1. Approach-Deployment Approach-Deployment

2. Results Results

Approach and Deployment are linked to emphasize thatdescriptions of Approach should always indicate theDeployment—consistent with the specific requirements of the

Item. Although Approach and Deployment dimensions arelinked, feedback to Award applicants reflects strengths and/oropportunities for improvement in either or both dimensions.

Results Items call for data showing performance levels,relevant comparative data, and improvement trends for keymeasures/indicators of organizational performance. ResultsItems also call for data on breadth of performance improve-ments, i.e., on how widespread your improvement resultsare. This is directly related to the Deployment dimension; ifimprovement processes are widely deployed, there should becorresponding results. A score for a Results Item is thus acomposite based upon overall performance, taking intoaccount the rate and breadth of improvements and theirimportance. (See next paragraph.)

“Importance” as a Scoring FactorThe three evaluation dimensions described previously arecritical to evaluation and feedback. However, another criticalconsideration in evaluation and feedback is the importance ofyour reported Approach, Deployment, and Results to yourkey business factors. The areas of greatest importance shouldbe identified in your Organizational Profile and in Itemssuch as 2.1, 2.2, 3.1, 6.1, 6.2, and 7.4. Your key customerrequirements and key strategic objectives and action plansare particularly important.

Assignment of Scores to Your ResponsesThe following guidelines should be observed in assigningscores to your Item responses:

■ All Areas to Address should be included in your Itemresponse. Also, responses should reflect what is impor-tant to your organization.

■ In assigning a score to an Item, first decide whichscoring range (e.g., 50 percent to 60 percent) best fitsthe overall Item response. Overall “best fit” does notrequire total agreement with each of the statements forthat scoring range. Assigning the actual score within therange requires evaluating whether the Item response iscloser to the statements in the next higher or next lowerscoring range.

■ An Approach-Deployment Item score of 50 percentrepresents an approach that meets the overall objectivesof the Item and that is deployed to the principal activi-ties and work units covered in the Item. Higher scoresreflect maturity (cycles of improvement), integration,and broader deployment.

■ A Results Item score of 50 percent represents a clearindication of improvement trends and/or good levels ofperformance in the principal results areas covered in theItem. Higher scores reflect better improvement ratesand/or levels of performance, better comparative per-formance, and broader coverage and integration withbusiness requirements.

SCORING SYSTEM

48

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10%

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%

30%

to

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to

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20

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10

0%

0% For

defin

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pag

es 2

9–33

: ane

cdot

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ratio

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ultip

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requ

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ents

, and

syst

emat

ic.

49

Steps toward a Mature Process ApproachAn Aid for Scoring Approach-Deployment Items

(1) Reacting to Problems

Operations are characterized by activities rather than byprocesses, and they are largely responsive to immediateneeds or problems.

(3) Aligned Approach

Operations are characterized by processes that arerepeatable and regularly evaluated for improvement,with learnings shared and with coordination amongorganizational units.

(2) Early Systematic Approach

The organization is at the beginning stages of conductingoperations by processes with repeatability, evaluation andimprovement, and some coordination among organiza-tional units.

(4) Integrated Approach

Operations are characterized by processes that arerepeatable and regularly evaluated for change andimprovement in collaboration with other affected units.Efficiencies across units are sought and achieved.

N1. Action plan development and deployment areclosely linked to other Items in the Criteria. Examplesof key linkages are

• Item 1.1 for how your senior leaders set andcommunicate directions;

• Category 3 for gathering customer and marketknowledge as input to your strategy and actionplans and for deploying action plans;

• Category 4 for information and analysis to supportyour key information needs, to support yourdevelopment of strategy, to provide an effectivebasis for your performance measurements, and totrack progress relative to your strategic objectivesand action plans;

• Category 5 for your work system needs; employeeeducation, training, and development needs; andrelated human resource factors resulting fromaction plans;

• Category 6 for process requirements resultingfrom your action plans; and

• Item 7.4 for specific accomplishments relative toyour organizational strategy.

N2. Measures/indicators of projected performance(2.2b) might include changes resulting from newbusiness ventures; business acquisitions; new valuecreation; market entry and shifts; and significantanticipated innovations in products, services, andtechnology.

For definitions of the following key terms, see pages 29–32: action plans, benchmarks, measures and indicators,and performance projections.


2.2 Strategy Deployment (45 pts.) Approach-Deployment

Describe how your organization converts its strategic objectives into action plans. Summarize your organi-zation’s action plans and related key performance measures/indicators. Project your organization’s futureperformance on these key performance measures/indicators.


a. Action Plan Development and Deployment(1) How do you develop and deploy action plans to achieve your key strategic objectives? Include how you

allocate resources to ensure accomplishment of your action plans.

(2) What are your key short- and longer-term action plans? Include key changes, if any, in yourproducts/services, your customers/markets, and how you operate.

(3) What are your key human resource plans that derive from your short- and longer-term strategicobjectives and action plans?

(4) What are your key performance measures/indicators for tracking progress relative to your action plans?How do you ensure that your overall action plan measurement system achieves organizational alignmentand covers all key deployment areas and stakeholders?

b. Performance ProjectionWhat are your performance projections for your key measures/indicators for both your short- and longer-term planning time horizons? How does your projected performance compare with competitors’ perfor-mance, key benchmarks, goals, and past performance, as appropriate?

Notes:

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The guidelines given in this section are offered to assistCriteria users in responding most effectively to the require-ments of the 18 Criteria Items. Writing an application forthe Baldrige Award involves responding to these require-ments in 50 or fewer pages.

The guidelines are presented in three parts: (1) General Guidelines regarding the Criteria booklet,

including how the Items are formatted (2) Guidelines for Responding to Approach-Deployment

Items(3) Guidelines for Responding to Results Items

General Guidelines

1. Read the entire Criteria booklet.

The main sections of the booklet provide an overallorientation to the Criteria, including how responses are tobe evaluated for self-assessment or by Award Examiners.You should become thoroughly familiar with the followingsections:

■ Criteria for Performance Excellence (pages 10–28)

■ Scoring information (pages 47–49)

■ Glossary of Key Terms (pages 29–33)

■ Category and Item Descriptions (pages 34–46)

2. Review the Item format and understand how torespond to the Item requirements.

The Item format (see figure below) shows the differentparts of Items, the role of each part, and where each part isplaced. It is especially important to understand the Areasto Address and the Item Notes. Each Item and Area toAddress is described in greater detail in a separate section(pages 34–46).

Each Item is classified either Approach-Deployment orResults, depending on the type of information required.Guidelines for responding to Approach-DeploymentItems are given on pages 51–52. Guidelines for respond-ing to Results Items are given on pages 52–53.

Item requirements are presented in question format.Some questions include modifying statements. Responsesto an Item should contain answers to all questions and tomodifying statements; however, each question need not beanswered separately. Responses to multiple questionswithin a single Area to Address may be grouped, asappropriate to your organization.

2002 CRITERIA RESPONSE GUIDELINES

Item Format

Item Number

Basic Item requirementsexpressed in general terms

Overall Item requirementsexpressed as specific Areasusers need to address

Notes have the following purposes:– clarify key terms

and/or requirements– give instructions– indicate/clarify

important linkages

Location of ItemDescription andGlossary Terms

Item Title Item Point Value Types of information users are expected toprovide in response to this Item

Multiple requirementsexpressed as individualCriteria questions

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3. Start by preparing the Organizational Profile.

The Organizational Profile is the most appropriatestarting point for initiating a self-assessment or for writingan application. The Organizational Profile is intended tohelp everyone—including organizations using the Criteriafor self-assessment, application writers, and reviewers—tounderstand what is most relevant and important to yourorganization’s business and to its performance. Thequestions to address in responding to the OrganizationalProfile are on pages 10–11.

Guidelines for Responding to Approach-Deployment Items

Although the Criteria focus on key performance results, theseresults by themselves offer little diagnostic value. For example,if some results are poor or are improving at rates slower thanyour competitors’, it is important to understand why this is soand what might be done to accelerate improvement.

The purpose of Approach-Deployment Items is to permitdiagnosis of your organization’s most important processes—the ones that yield fast-paced organizational performanceimprovement and contribute to key business results.Diagnosis and feedback depend heavily on the content andcompleteness of Approach-Deployment Item responses. Forthis reason, it is important to respond to these Items byproviding your key process information. Guidelines fororganizing and reviewing such information follow.

1. Understand the meaning of “how.”

Approach-Deployment Items include questions that beginwith the word “how.” Responses should outline your key process information, such as methods, measures, deployment, and evaluation/improvement/learning factors. Responseslacking such information, or merely providing an example,are referred to in the Scoring Guidelines as “anecdotalinformation.”

2. Understand the meaning of “what.”

Two types of questions in Approach-Deployment Itemsbegin with the word “what.” The first type of questionrequests basic information on key processes and how theywork. Although it is helpful to include who performs thework, merely stating who does not permit diagnosis orfeedback. The second type of question requests informa-tion on what your key findings, plans, objectives, goals, ormeasures are. These questions set the context for showingalignment in your performance management system. Forexample, when you identify key strategic objectives, youraction plans, human resource development plans, some ofyour results measures, and results reported in Category 7should be expected to relate to the stated strategicobjectives.

3. Write and review response(s) with the followingguidelines and comments in mind.■ Show that activities are systematic.

Approaches that are systematic are repeatable and usedata and information so that improvement and learningare possible. In other words, approaches are systematicif they build in the opportunity for evaluation andlearning and thereby permit a gain in maturity.

■ Show deployment.Deployment information should summarize what isdone in different parts of your organization. Deploy-ment can be shown compactly by using tables.

■ Show focus and consistency.There are four important factors to consider regardingfocus and consistency: (1) the Organizational Profileshould make clear what is important; (2) the StrategicPlanning Category, including the strategic objectivesand action plans, should highlight areas of greatestfocus and describe how deployment is accomplished; (3) descriptions of organizational-level analysis and

review (Items 4.1 and 1.1) should show how yourorganization analyzes and reviews performanceinformation to set priorities; and (4) the ProcessManagement Category should highlight pro-cesses that are key to your overall performance.Showing focus and consistency in the Approach-Deployment Items and tracking correspondingmeasures in the Results Items should improve businessperformance.

■ Respond fully to Item requirements.Missing information will be interpreted as agap in approach and/or deployment. All Areasto Address should be addressed. Individualcomponents of an Area to Address may beaddressed individually or together.

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4. Cross-reference when appropriate.

As much as possible, each Item response should be self-contained. However, responses to different Items might bemutually reinforcing. It is then appropriate to refer to theother responses rather than to repeat information. In suchcases, key process information should be given in the Itemrequesting this information. For example, employeeeducation and training should be described in detail inItem 5.2. Discussions about education and trainingelsewhere in your application would then reference butnot repeat details given in your Item 5.2 response.

5. Use a compact format.

Applicants should make the best use of the 50 applicationpages permitted. Applicants are encouraged to use flow-charts, tables, and “bullets” to present informationconcisely.

6. Refer to the Scoring Guidelines.

Considerations in the evaluation of Item responses includethe Criteria Item requirements and the maturity of theapproaches, breadth of deployment, alignment with otherelements of your performance management system, andstrength of the improvement process relative to the Scor-ing Guidelines. Therefore, you need to consider both theCriteria and the Scoring Guidelines.

Guidelines for Responding to Results Items

The Criteria place the greatest emphasis on results. Thefollowing information, guidelines, and example relate toeffective and complete reporting of results.

1. Focus on the most critical business results.

Results reported should cover the most important require-ments for your business success, highlighted in yourOrganizational Profile and in the Strategic Planning andProcess Management Categories.

2. Note the meaning of the four key requirements fromthe Scoring Guidelines for effective reporting ofresults data:

■ trends to show directions of results and rates ofchange

■ performance levels on a meaningful measurementscale

■ comparisons to show how results compare with thoseof other, appropriately selected organizations

■ breadth and importance of results to show that allimportant results are included

3. Include trend data covering actual periods fortracking trends.

No minimum period of time is specified for trend data.Trends might span five years or more for some results. Forimportant results, new data should be included even iftrends and comparisons are not yet well established.

4. Use a compact format—graphs and tables.

Many results can be reported compactly by using graphsand tables. Graphs and tables should be labeled for easyinterpretation. Results over time or compared with othersshould be “normalized,” i.e., presented in a way (such asuse of ratios) that takes into account various size factors.For example, reporting safety trends in terms of lost workdays per 100 employees would be more meaningful thantotal lost work days if the number of employees has variedover the time period or if you are comparing your resultsto organizations differing in size.

5. Integrate results into the body of the text.

Discussion of results and the results themselves should beclose together in an Award application. Trends that show asignificant positive or negative change should be explained. Usefigure numbers that correspond to Items. For example, thethird figure for Item 7.1 would be Figure 7.1-3. (See theexample in the figure that follows.)

The following graph illustrates data an organization mightpresent as part of a response to Item 7.1, Customer-Focused Results. In the Organizational Profile, theorganization has indicated on-time delivery as a keycustomer requirement.

53

Using the graph, the following characteristics of clear andeffective data reporting are illustrated:

■ A figure number is provided for reference to thegraph in the text.

■ Both axes and units of measure are clearly labeled.

■ Trend lines report data for a key customer require-ment—on-time delivery.

■ Results are presented for several years.

■ Appropriate comparisons are clearly shown.

■ The company shows, using a single graph, that itsthree divisions separately track on-time delivery.

To help interpret the Scoring Guidelines (page 48), thefollowing comments on the graphed results would beappropriate:

■ The current overall company performance level isexcellent. This conclusion is supported by thecomparison with industry competitors and with a“world-class” level.

■ The company shows excellent improvement trends.

■ Division A is the current performance leader—showing sustained high performance and a slightlypositive trend. Division B shows rapid improvement.Its current performance is near that of the bestindustry competitor but trails the “world-class” level.

■ Division C—a new division—is having early prob-lems with on-time delivery. (The company brieflyshould explain these early problems.)

Figure 7.1-3 On-Time Delivery Performance

75

80

85

90

95

100

1997 1998 1999 2000 2001

Division A

Division B

Division C

Best Competitor

OverallCompany

2001 “world-class” levelfrom another industry

with similar activity

2001 IndustryAverage

Year

On-

Tim

e D

eliv

ery

(%)

54

The Malcolm Baldrige National Quality Award is an annual Award to recognize U.S. organizations for performance excellence.

Award Purpose

The Award promotes

■ awareness of performance excellence as an increasinglyimportant element in competitiveness

■ information sharing of successful performance strategiesand the benefits derived from using these strategies

Award Participation

The Award eligibility categories include

■ manufacturing businesses

■ service businesses

■ small businesses

■ education organizations

■ health care organizations

Copies of the Education Criteria and Health Care Criteriaare available, and ordering information can be found onpage 56.

Three awards may be given in each category each year.

To participate in the Award process, an organization mustsubmit an application package that addresses the Criteriafor Performance Excellence (pages 10–28).

Application Requirements

Applicants need to submit an application package thatconsists of three parts:

■ a validated Eligibility Certification Form

■ a completed Application Form

■ an application report consisting of an OrganizationalProfile and responses to the Criteria

Detailed information and the necessary forms are containedin the Baldrige Award Application Forms booklet. Orderinginstructions for this booklet are given on page 56.

Application Review

Applications are reviewed and evaluated by members of theBoard of Examiners, who adhere to strict rules regardingconflict of interest, in a four-stage process:

Stage 1 - independent review and evaluation by at leastsix members of the board

Stage 2 - consensus review and evaluation for applicationsthat score well in Stage 1

Stage 3 - site visits to applicants that score well in Stage 2

Stage 4 - Judges’ review and recommendations of Award recipients

Feedback to Applicants

Each Award applicant receives a feedback report at theconclusion of the review process. The feedback report is awritten assessment by an evaluation team of leading U.S.experts.

The feedback report contains an applicant-specific listingof strengths and opportunities for improvement based on the Criteria. Used by companies, education organiza-tions, and health care organizations as part of theirstrategic planning processes, the feedback report helpsorganizations focus on their customers and improveoverall performance. Feedback is one of the most impor-tant parts of the Baldrige Award process; it provides a pathway for improvement.

Feedback reports are mailed at various times during theAward cycle, based on the stage of review an applicationreaches in the evaluation process. Strict confidentiality isobserved at all times and in every aspect of applicationreview and feedback.

Award Recipients

Award recipients may publicize and advertise their Awards. Recipients are expected to share information about their successful performance strategies with other U.S. organizations.

APPLYING FOR THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD

If your organization is applying in the education or health care category, refer to theappropriate sector-specific Criteria booklet and the Baldrige Award Application Forms.Ordering information is on page 56.

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SUMMARY OF BUSINESS ELIGIBILITY CATEGORIES AND RESTRICTIONS

Important Facts about Applying for the Award■ Criteria contained in this booklet should be used only for

the business eligibility categories (manufacturing, service,and small business).

■ The following is a summary of the eligibility rules for thebusiness categories. Summaries of the eligibility rules forthe education and health care categories are in theirrespective Criteria booklets. For-profit education orhealth care organizations may apply under the service orsmall business categories, as appropriate, using theseCriteria or under the health care or education categories,using their respective Criteria. If there is a question oneligibility, check the complete eligibility rules in theBaldrige Award Application Forms or call the BaldrigeNational Quality Program Office at (301) 975-2036.

■ Whatever your Award eligibility category, you will needto obtain a copy of the Baldrige Award Application Formsbefore proceeding. Ordering instructions are given onpage 56.

Basic EligibilityPublic Law 100-107 establishes the three business eligibilitycategories for the Award: manufacturing, service, and smallbusiness. Any for-profit business and some subunits head-quartered in the United States or its territories, includingU.S. subunits of foreign companies, may apply for theAward. Eligibility is intended to be as open as possible. Forexample, publicly or privately owned organizations, domes-tic or foreign-owned entities, joint ventures, corporations,sole proprietorships, and holding companies may apply. Noteligible in the business category are local, state, and federalgovernment agencies; trade associations; professional soci-eties; and not-for-profit organizations.

Business Award Eligibility CategoriesManufacturing: Companies or some subunits (see sectionbelow on subunits) that produce and sell manufacturedproducts or manufacturing processes and producers ofagricultural, mining, or construction products.

Service: Companies or some subunits (see section below onsubunits) that sell services.

Small Business: Companies or some subunits engaged inmanufacturing and/or the provision of services that have500 or fewer employees.

Eligibility of SubunitsA subunit is a unit or division of a larger (parent) company.Subunits of companies in the manufacturing or serviceeligibility categories might be eligible. To be eligible, thesubunit must have more than 500 employees, or have morethan 25 percent of the employees of the parent, or have beenindependent prior to being acquired by its parent. In the

last case, it must continue to operate largely independentlyunder its own identity.

The subunit must be self-sufficient enough to be examinedin all seven Criteria Categories, and it must be a discretebusiness entity that is readily distinguishable from otherparts of the parent organization. It cannot be primarily aninternal supplier to other units in the parent company or bea business support function (e.g., sales, distribution, legalservices).

Other Restrictions on EligibilityLocation: Although an applicant may have facilities outsidethe United States or its territories, or it may receive supportfrom its parent, in the event of a site visit, the applicantmust ensure that the appropriate people and informationare available for examination in the United States. Thisinformation is needed to document the operational practicesassociated with all of its major business functions. In theevent that the applicant receives the Award, it must be ableto share information on the seven Criteria Categories at theQuest for Excellence Conference and at its U.S. facilities.Sharing beyond the Quest for Excellence Conference is ona voluntary basis.

Multiple-Application Restrictions: A subunit and itsparent may not both apply for Awards in the same year. Insome cases, more than one subunit of a parent may apply. Ifthe size of the parent, including all of its subunits, is

■ 0–1000 employees, 1 applicant per parent per eligibili-ty category may apply

■ 1001–20,000 employees, 2 applicants per parent pereligibility category may apply

■ over 20,000 employees, 2 applicants per parent pereligibility category for the first 20,000, plus 1 per20,000 or fraction thereof above 20,000 per eligibilitycategory, may apply

Future Eligibility Restrictions: If an organization or asubunit that has more than 50 percent of the total employ-ees of the parent receives an Award, the organization and allits subunits are ineligible to apply for another Award for aperiod of five years. If a subunit receives an Award, thatsubunit and all its subunits are ineligible to apply foranother Award for a period of five years. After five years,Award recipients are eligible to reapply for the Award or toreapply “for feedback only.”

Eligibility FormsPotential applicants must certify their eligibility prior toapplying for the Award. Potential applicants for the 2002Award are encouraged to submit their Eligibility Forms asearly as possible after they are available but no later thanApril 16, 2002. This form is contained in the Baldrige AwardApplication Forms.

56

Note: If you are planning to apply for the Award,you will need the Baldrige Award Application Formsin addition to the Criteria booklet.

Individual Orders

Individual copies of the Criteria booklets and the BaldrigeAward Application Forms can be obtained free of charge from

Baldrige National Quality Program National Institute of Standards and Technology Administration Building, Room A600 100 Bureau Drive, Stop 1020Gaithersburg, MD 20899-1020 Telephone: (301) 975-2036 Fax: (301) 948-3716 E-mail: [email protected] site: www.quality.nist.gov

Bulk Orders

Multiple copies of the 2002 Criteria for PerformanceExcellence booklets may be ordered in packets of 10 for$29.95 plus shipping and handling from the AmericanSociety for Quality (ASQ).

2002 Business Criteria—Item Number T1108 2002 Education Criteria—Item Number T11092002 Health Care Criteria—Item Number T1110

How to Order

ASQ offers four convenient ways to order:

■ For fastest service, call toll free (800) 248-1946 in theUnited States and Canada (in Mexico, dial toll free 95-800-248-1946). Have item numbers, your credit card or purchase order number, and (if applicable) ASQ member number ready.

■ Or fax your completed order form to ASQ at (414) 272-1734.

■ Or mail your order to ASQ Customer Service Depart-ment, P.O. Box 3066, Milwaukee, WI 53201-3066.

■ Or order on-line by accessing ASQ’s Web site atwww.asq.org.

Payment

Your payment options include check, money order, U.S.purchase order, VISA, MasterCard, or American Express.Payment must be made in U.S. currency; checks and moneyorders must be drawn on a U.S. f inancial institution. Allinternational orders must be prepaid. Please make checkspayable to ASQ.

Shipping Fees

The following shipping and processing schedule applies toall orders within the United States and Canada.

Order Amount U.S. Charges Canadian Charges

0–$34.99 $ 4.25 $ 9.25 $35.00–$99.99 6.50 11.50 Over $100.00 12.50* 17.50*

■ There is a shipping and processing charge of 25 percentof the total order amount for shipments outside theUnited States and Canada.

■ Orders shipped within the continental United States andCanada where UPS service is available will be shippedUPS.

■ Please allow one to two weeks for delivery. Internationalcustomers, please allow six to eight weeks for delivery.

■ Your credit card will not be charged until your items areshipped. Shipping and processing are charged one time,up front, for the entire order.

* If actual shipping charges exceed $12.50 ($17.50 Canadian),ASQ will invoice the customer for the additional expense.

Baldrige Educational Materials

Each year, the Baldrige National Quality Program developsmaterials for training members of the Board of Examinersand for sharing information on the successful performanceexcellence strategies of the Award recipients. The followingitems are a sample of the educational materials that may beordered from ASQ.

Case Studies

The case studies are used to prepare Examiners for theinterpretation of the Criteria and the Scoring System. Thecase studies, when used with the Criteria, illustrate theAward application and review process. The case studypacket contains the case study and six additional documents:an executive summary, the related Criteria for PerformanceExcellence booklet, the case study scorebook, the case studyfeedback report, the Handbook for the Board of Examiners,and the Scorebook for Business, Education, and Health Care.These documents provide information related to scoring,Criteria responses, examination processes, and site visitprocedures, as well as illustrate the format for an applica-tion. A variety of case study packets are available, includingthe following:

HOW TO ORDER COPIES OF BALDRIGE PROGRAM MATERIALS

57

2001 Business Case Study Packet: TriView NationalBank (based on the 2001 Criteria for PerformanceExcellence)

Item Number T1091: $49.95 plus shipping and handling

2000 Education Case Study Packet: CoyoteCommunity College (based on the 2000 EducationCriteria for Performance Excellence)


1999 Business Case Study Packet: CollinTechnologies (based on the 1999 Criteria for PerformanceExcellence)


1998 Business Case Study Packet: Gemini HomeHealth Services (based on the 1998 Criteria forPerformance Excellence)


Award Recipients’ Videos

The Award recipients’ videos are a valuable resource forgaining a better understanding of performance excellence

and quality achievement. The videos provide backgroundinformation on the Baldrige National Quality Program,highlights from the annual Award ceremony, and interviewswith representatives from the Award recipients’ organiza-tions. Information on the 2001 Award recipients’ video isprovided below. Videos about Award recipients from otheryears also are available from ASQ.

2001—Item Number TA998 $ 20.00(Available May 2002)

How to Order Educational Materials

To order a Case Study Packet (TriView National Bank,Coyote Community College, Collin Technologies, GeminiHome Health Services, or others), bulk orders of the 2002Criteria booklet, or the Award recipients’ videos, contact

ASQ Customer Service Department P.O. Box 3066 Milwaukee, WI 53201-3066 Telephone: (800) 248-1946 Fax: (414) 272-1734 E-mail: [email protected] Web address: www.asq.org

FEES FOR THE 2002 AWARD CYCLE

The Baldrige National Quality Program welcomes your comments on the Criteriaor any of the Baldrige Award processes. Please address your comments to

2002 Criteria for Performance Excellence Baldrige National Quality Program National Institute of Standards and Technology Administration Building, Room A600100 Bureau Drive, Stop 1020Gaithersburg, MD 20899-1020

or E-mail: [email protected]

or Web address: www.quality.nist.gov

Eligibility Certification Fees

The eligibility certification fee is $150 for all potentialbusiness applicants. This fee is nonrefundable.

Application Fees■ manufacturing business category—$5000 ■ service business category—$5000 ■ small business category—$2000 ■ supplemental sections—$2000

Detailed information on fees is given in the Baldrige AwardApplication Forms.

Site Visit Review Fees

Site visit review fees will be set when the visits are scheduled. Fees depend on the number of Examinersassigned and the duration of the visit. Site visit review feesfor applicants in the small business category will be chargedat one-half of the rate charged for applicants in the manu-facturing and service categories. These fees are paid only bythose applicants reaching the site visit stage.

Eligibility Forms due—April 16, 2002Award Applications due—May 30, 2002

THE MALCOLM BALDRIGE NATIONAL QUALITY IMPROVEMENT ACT OF 1987—PUBLIC LAW 100-107

The Findings and Purposes Section of Public Law 100-107 states that

1. the leadership of the United States in product and process quality hasbeen challenged strongly (and sometimes successfully) by foreign com-petition, and our Nation’s productivity growth has improved less thanour competitors’ over the last two decades.

2. American business and industry are beginning to understand that poorquality costs companies as much as 20 percent of sales revenues nation-ally and that improved quality of goods and services goes hand in handwith improved productivity, lower costs, and increased profitability.

3. strategic planning for quality and quality improvement programs, througha commitment to excellence in manufacturing and services, are becom-ing more and more essential to the well-being of our Nation’s economyand our ability to compete effectively in the global marketplace.

4. improved management understanding of the factory floor, workerinvolvement in quality, and greater emphasis on statistical processcontrol can lead to dramatic improvements in the cost and quality ofmanufactured products.

5. the concept of quality improvement is directly applicable to small com-panies as well as large, to service industries as well as manufacturing,and to the public sector as well as private enterprise.

6. in order to be successful, quality improvement programs must bemanagement-led and customer-oriented, and this may require funda-mental changes in the way companies and agencies do business.

7. several major industrial nations have successfully coupled rigorousprivate-sector quality audits with national awards giving special recog-nition to those enterprises the audits identify as the very best; and

8. a national quality award program of this kind in the United States wouldhelp improve quality and productivity by

A. helping to stimulate American companies to improve quality andproductivity for the pride of recognition while obtaining a competi-tive edge through increased profits;

B. recognizing the achievements of those companies that improve thequality of their goods and services and providing an example to others;

C. establishing guidelines and criteria that can be used by business,industrial, governmental, and other organizations in evaluating theirown quality improvement efforts; and

D. providing specific guidance for other American organizations thatwish to learn how to manage for high quality by making availabledetailed information on how winning organizations were able tochange their cultures and achieve eminence.”

The Malcolm Baldrige National QualityAward was created by Public Law 100-107,signed into law on August 20, 1987. PublicLaw 100-107 led to the creation of a newpublic-private partnership. Principal supportfor the program comes from the Foundationfor the Malcolm Baldrige National QualityAward, established in 1988.

The Award is named for Malcolm Baldrige,who served as Secretary of Commerce from 1981 until his death in 1987. Hismanagerial excellence contributed to long-term improvement in efficiency andeffectiveness of government.

The Baldrige National Quality Program thanks the following 2000 Award recipients for the use of the photographs in this booklet:Dana Corporation–Spicer Driveshaft Division, Karlee, Los Alamos National Bank, and Operations Management International, Inc.

“

Baldrige National Quality Program

Baldrige National Quality ProgramNational Institute of Standards and TechnologyTechnology AdministrationUnited States Department of CommerceAdministration Building, Room A600100 Bureau Drive, Stop 1020Gaithersburg, MD 20899-1020

The National Institute of Standards and Technology (NIST) is a nonregulatory federalagency within the Commerce Department’s Technology Administration. NIST’s primarymission is to develop and promote measurement, standards, and technology to enhanceproductivity, facilitate trade, and improve the quality of life. The Baldrige NationalQuality Program (BNQP) at NIST is a customer-focused federal change agent thatenhances the competitiveness, quality, and productivity of U.S. organizations for thebenefit of all citizens. BNQP develops and disseminates evaluation criteria and managesthe Malcolm Baldrige National Quality Award. It also provides global leadership inpromoting performance excellence and in the learning and sharing of successful perfor-mance practices, principles, and strategies.

Call BNQP for

• information on improving the performance of your organization• information on eligibility requirements for the Baldrige Award• information on applying for the Baldrige Award• information on becoming a Baldrige Examiner• information on the Baldrige Award recipients • individual copies of the Criteria for Performance Excellence—Business, Education,

and Health Care (no cost) • information on BNQP educational materials

Telephone: (301) 975-2036; Fax: (301) 948-3716; E-mail: [email protected] address: www.quality.nist.gov

American Society for Quality600 North Plankinton AvenueP.O. Box 3005Milwaukee, WI 53201-3005

The American Society for Quality (ASQ) advances individual and organizationalperformance excellence worldwide by providing opportunities for learning, qualityimprovement, and knowledge exchange. ASQ administers the Malcolm Baldrige NationalQuality Award under contract to NIST.

Call ASQ to order

• bulk copies of the Criteria• case studies• Award recipients’ videos

Telephone: (800) 248-1946; Fax: (414) 272-1734; E-mail: [email protected] address: www.asq.org

printed on recycled paperT1108

Design: RCW Communication Design Inc.

criteria for performance excellence

Documents