Malcolm Baldrige Awareness (PLN)


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On their way to build a world-class organization, PLN implement the Baldrige Criteria.
Here are my presentation on the Baldrige Awareness Program @ PLN Unit Pembangkitan Jawa Bali.

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Malcolm Baldrige Awareness (PLN)

  1. 1. Malcolm Baldrige Awar eness Pr og r am 2 0 1 4
  2. 2. Leadership is not solely about producing result. Its not measured only in numbers. Anonymous
  3. 3. Kenken Kabare Priben kabare Yok opo kabare rek Piye kabare Gimane kabarnye Napa habar Narai kabar Pohaba Ba a kabarnyo Apa kareba Au haba Kumaha kabarna Hadia duria Kyapa habar pian Adaho niamu Apa Kabar?
  4. 4. The Speaker @galih_baskoro West Java Province, Indonesia After graduated from Diponegoro University in 2008, @galih_baskoro joined PT PLN (Persero) and worked for Adipala CFSPP Project as a Project Management Group Staff. Currently, he works as an Assistant Engineer of Procurement Control, and a Gajah Mada University Postgraduate student. Have interest in Strategic Planning, Risk Mgt., Supply Chain Mgt., and Asset Mgt.
  5. 5. 1 2 3 4 The Essence of OCD Define Organization Change and Development Hystory of Baldrige Criteria Who invent Baldrige Criteria & the driven factors The Baldrige Criteria What it is and why we use it What is our HomeWork? How do we participate in this program
  6. 6. The Essence of OCD Organization Change & Development
  7. 7. Competition People Information Processing & Communication The most powerful pressure for change are: Technology
  8. 8. Ideally, the organization will not only respond to change, but anticipate it, plan for it, and incorporate it into its org strategy Continuous change process model whereby the org’s usual decision-making process handles the change to the new focus May use a change agent who facilitates and manages the change process Transition mgt is the process of ensuring business continues while change occurs Managing Change
  9. 9. Organization Development The process of planned change through the knowledge of the behavioural sciences not on financial or technology considerations
  10. 10. Take a Holistic View - Get the big picture Secure Top Mgt Support Encourage Participation - Helps reduce the resistance and gets better solutions Foster Open Communication - Will avoid info and control problems during transition Reward Contributors - Reduce problems by motivating workers to want to change 6 step approach For sucessful Organizational Development: Consider Int’l Issues - Change is accepted differently in various cultures
  11. 11. The Hystory of Baldrige Criteria Who invent it and what is the driven factors?
  12. 12. Who was Malcolm baldrige ? Malcom Baldrige is a Secretary of Commerce from 1981 until his death in a rodeo accident in July 1987. Baldrige was a proponent of quality management as a key to this to this country’s prosperity and long- term strength. He took a personal interest in the quality improvement act that was eventualy named afetr him and helped draft one of the early versions. In recognition of his contributions, Congress named the award in his honor.
  13. 13. Why was the award established? In the early and mid- 1980s, many industry & government leaders saw that a renewed emphasis on quality was no longer an option for American companies but a necessity for doing in an ever expanding, and more demanding, competitive world market.
  14. 14. But many American businesses either did not believe quality mattered for them, or did not know where to begin
  15. 15. achieve world- class quality Baldrige award was envisoned as a standard of excellence that would help US organizations
  16. 16. Leadership Strategic planning Customer and market focus Measurement, Analysis, & Knowledge Management Workforce focus The baldrige award is given by the President of the US to business - manufacturing and service, small and large– and to education and health care organizations that apply and are judge in this areas: Process management/ Operation Focus Business result
  17. 17. Who ever won the award Motorola Inc (2002) The Ritz-Carlton Hotel Co. (1999) 3M Dental Products Division (1997) AT&T Consumer Communications Services (1994) Cadillac Motor Car Division (1990) Federal Express Corp (1990) c
  18. 18. Studied by NIST, Universities, & US General Accounting Office
  19. 19. The Malcolm Baldrige National Quality Award framework also known as Baldrige framework The Baldrige Criteria The Criteria for Performance Excellence
  20. 20. Baldrige Criteria is an integrated management framework that consider an organization’s entire system, including its : 1. Leadership, 2. Strategic Planning 3. Customer Focus, 4. Measurement, Analysis, & Knowledge Management, 5. Workforce focus, 6. Operation Focus, 7. Results
  21. 21. The criteria are a set of questions about critical aspects of managing and performing as an organization These questions work together as a unique, integrated performance management framework.
  22. 22. 1 delivering ever improving value to customers 2 improving overall organizational performance The baldrige criteria are designed to help organizations enhance their competitiveness by focusing on two goals:
  23. 23. Operational Effectiveness innovation management, intelligent risk, and strategic priorities Work System and Core Competencies The 2013-2014 Criteria feature a renewed focus on : Social Media
  24. 24. Leadership Examines how senior executives guide the organization and how the organization addresses its respondsibilities to the public and practices good citizenship
  25. 25. Strategic Planning Examines how the organization sets strategic directions and how it determines key action plans.
  26. 26. Customer Focus Examines how the organization determines requirements and expectations of customers and markets.
  27. 27. Measurement, Analysis, & Knowledge Management Examines the management, effective use, and analysis of data and information to support key organization processes and the organization’s performance management system.
  28. 28. Workforce Focus Examines how the organization enables its workforce to develop its full potential and how the workforce is aligned with the organization’s objectives.
  29. 29. Operation Focus Examines aspects of how key production/ delivery and support processes are designed, managed, and improved
  30. 30. Businss Results Examines the organization’s performance and improvement in its key business areas: product and process results, customer-focused results, workforce-focused results, leadership and governance results, financial and market results. Also examines how the organization performs relative to competitor.
  31. 31. What is our homework? How do we participate in this program?
  32. 32. ….i am about to aks youthesamequestion
  33. 33. Presented by: Galih H. Baskoro