WSQA Overview Understand Requirements of HB1970

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WSQA Overview Understand Requirements of HB1970

  1. 1. WSQA Overview <ul><li>Understand Requirements of HB1970 </li></ul><ul><li>Purpose of the Criteria </li></ul><ul><li>Understand the Criteria </li></ul>HB 1970 Requirements “ Starting no later than 2008, and at least once every three years thereafter, each agency shall apply to the Washington State Quality Award, or similar organization , for an independent assessment of its quality management , accountability, and performance system.” Go Beyond Requirement and Use to Improve Your Organization.
  2. 2. WSQA Background <ul><li>Established in 1994 </li></ul><ul><li>Patterned after the Baldrige Award </li></ul><ul><li>Awarded to organizations that have implemented and achieved exceptional quality performance </li></ul><ul><li>Open to any organization in Washington </li></ul>Stimulate global competitiveness Values from high performing organizations Criteria for performance excellence
  3. 3. <ul><li>Value Based </li></ul><ul><li>Non-prescriptive and adaptable </li></ul><ul><li>Systems perspective to manage goal alignment </li></ul><ul><li>Management by Fact </li></ul><ul><li>Results Oriented </li></ul><ul><li>Identifies strengths and weaknesses and sparks action for improvement </li></ul>Criteria Characteristics
  4. 4. What are the Criteria? The Baldrige performance excellence criteria are a framework that any organization can use to improve overall performance. Seven categories make up the award criteria: Leadership —Examines how senior executives guide the organization and how the organization addresses its responsibilities to the public and practices good citizenship. Strategic planning —Examines how the organization sets strategic directions and how it determines key action plans. Customer and market focus —Examines how the organization determines requirements and expectations of customers and markets; builds relationships with customers; and acquires, satisfies, and retains customers. Measurement, analysis, and knowledge management —Examines the management, effective use, analysis, and improvement of data and information to support key organization processes and the organization’s performance management system. Human resource focus —Examines how the organization enables its workforce to develop its full potential and how the workforce is aligned with the organization’s objectives. Process management —Examines aspects of how key production/delivery and support processes are designed, managed, and improved. Business results —Examines the organization’s performance and improvement in its key business areas: customer satisfaction, financial and marketplace performance, human resources, supplier and partner performance, operational performance, and governance and social responsibility. The category also examines how the organization performs relative to competitors.
  5. 5. Organizational Excellence Right to Operate Licensure Surveys CMS & Other Agencies JCAHO Surveys/ ISO/ AS9100/ accreditation TQM / CQI Six Sigma Lean / Toyota System Leadership & Customer Driven Compliance / Regulatory Hypothetical Baldrige Scoring 1000 800 600 400 200 Baldrige Award Winners Process Improvement
  6. 6. Organizational Profile: A Critical Piece <ul><li>Criteria assessment starts with how your organization is described in the Profile </li></ul><ul><ul><li>What your organization does, its services, who you are </li></ul></ul><ul><ul><li>Key customers, relationships </li></ul></ul><ul><ul><li>Competitive environment, strategic challenges and key success factors </li></ul></ul>
  7. 7. Differentiating Performance Excellence <ul><li>Scoring Processes – approach, deployment, learning and integration </li></ul><ul><li>Scoring Results – trends and comparative performance </li></ul>
  8. 8. Differentiating Excellence in Organizational Processes <ul><li>Approach, Deployment, Learning and Integration </li></ul><ul><li>1. Systematic Approach </li></ul><ul><ul><li>Approaches are repeatable </li></ul></ul><ul><ul><li>Use data/information to enable evaluation, learning and improvement </li></ul></ul><ul><li>2. Deployment </li></ul><ul><ul><li>Extent to which systematic approaches are used by all appropriate work units </li></ul></ul><ul><li>3. Ongoing Cycles of Improvement (Learning) </li></ul><ul><ul><li>Evidence of fact-based systematic evaluation and improvement </li></ul></ul><ul><ul><li>Organizational learning important to the achievement of critical success factors </li></ul></ul><ul><li>4. Alignment (Integration) </li></ul><ul><ul><li>Extent of integration of plans, processes, information, resources, actions, results, analysis and learning throughout the organization </li></ul></ul><ul><ul><li>Learning throughout the organization in the provision of products/services to achieve critical success factors </li></ul></ul>
  9. 9. Differentiating Performance Excellence - Results <ul><li>Current good results </li></ul><ul><li>Plus results trended > three years show improving trends </li></ul><ul><li>Plus good trended results compared to industry averages </li></ul><ul><li>Plus trended results are best-in-industry, world class </li></ul>
  10. 10. Benefits of the External View <ul><li>Provides a Fresh Perspective </li></ul><ul><li>“ This was so much more than we have ever received from any other organization.” </li></ul><ul><li>Drives the Internal Assessment </li></ul><ul><li>“ Drove introspection into our processes.” </li></ul><ul><li>Sends a Message of Importance Throughout the Organization </li></ul><ul><li>“ Increased awareness that we have a quality program that covers all our processes and people in all areas of the company.” </li></ul><ul><li>Accelerates improvement efforts </li></ul><ul><li>“ High points were having to answer questions and being clear on areas where we were struggling. It was clear where we had a solid story and clear where we needed work.” </li></ul><ul><li>Provides Recognition </li></ul><ul><li>“ It was absolutely wonderful. </li></ul><ul><li>So much more than we were expecting.” </li></ul>
  11. 11. More About Baldrige <ul><li>Baldrige National Quality Award Program </li></ul><ul><li>http://www.quality.nist.gov/index.html </li></ul><ul><li>Washington State Quality Award </li></ul><ul><li>http://www.wsqa.net/ </li></ul>
  12. 12. WDVA Baldrige Initiative <ul><ul><li>We Trust our military to protect our </li></ul></ul><ul><ul><li>Freedoms. </li></ul></ul><ul><ul><li>Our military veterans and their families can </li></ul></ul><ul><ul><li>Trust their Washington State Department of </li></ul></ul><ul><ul><li>Veterans Affairs to: </li></ul></ul><ul><ul><li>Serve as their advocate for all VA  entitlements; </li></ul></ul><ul><ul><li>Help Heal their seen and unseen wounds of war; </li></ul></ul><ul><ul><li>Give Help to the homeless; </li></ul></ul><ul><ul><li>Provide quality Care in our Veterans Homes; and </li></ul></ul><ul><ul><li>Honor veterans in their final resting place. </li></ul></ul>“ Serving Those Who Served” Our Commitment is to always be worthy of that trust.
  13. 13. <ul><li>Formulated a Baldrige Leadership Team. Eight Members from across the organization </li></ul><ul><li>Team Attended Washington State Quality Award Training </li></ul><ul><li>Intro to Baldrige </li></ul><ul><li>Baldrige Case study </li></ul><ul><li>Self Assessment Training </li></ul><ul><li>Examiner Training (6 became examiners and 2 went through sage 3 – Site Visit) </li></ul><ul><li>Conducted Internal Agency Self Assessment (all staff 56% return rate) </li></ul><ul><li>Segmented and Compiled survey results (baseline data). </li></ul><ul><li>Based on data, determined top two categories for improvement </li></ul><ul><li>(Strategic Planning and Process Management ) </li></ul>July, 05 Aug./Oct., 05 Nov./Dec., 05 Commitment from the Director and Executive Team Director - WSQA Board Member Leadership Customer Focus Measurement, Analysis & Knowledge Mgmt. Human Resource Focus Process Management Business Results Strategic Planning
  14. 14. <ul><li>Conducted focus groups at all four locations (10% random selection) </li></ul><ul><li>Provided education on Baldrige </li></ul><ul><li>Developed draft recommendations to improve in the two categories </li></ul><ul><li>Recommendations Presented to Executive Team </li></ul><ul><li>Compared recommendations from focus groups and identified consistent themes </li></ul><ul><li>Finalized recommendations and presented to Executive Team </li></ul><ul><li>Developed action plans </li></ul><ul><li>Implement Action Plans </li></ul><ul><li>Strategic Plan </li></ul><ul><li>- Developed Strategic Plan communication plan </li></ul><ul><li>- Education - what is a Strategic Plan, what is it used for, how individual staff contribute </li></ul><ul><li>- Employee Feedback on draft (all managers and supervisors) ‘ </li></ul><ul><li>- Baldrige Leadership Team developed 1 st draft of the organizational profile </li></ul><ul><li>(1 st section of Strategic Plan) </li></ul><ul><li>- Deploy the Strategic Plan to all staff – Director, Deputy Director and Baldrige </li></ul><ul><li>Leadership Team member </li></ul><ul><li>Process Management </li></ul><ul><li>- Quarterly Brown Bag Lunches with the Director and Deputy Director </li></ul><ul><li>- Implementing Suggestion Boxes at all locations with a central database </li></ul><ul><li>- Location Specific Process Management items being implemented at the local level </li></ul><ul><li>- Developing agency wide communication plan </li></ul><ul><li>Write Washington State Quality Award Assessment Application (20 pages maximum) </li></ul><ul><li>Assigned executive sponsor and category lead to each of the seven Baldrige Categories </li></ul>Jan., 06 Feb., 06 April –May, 06 May, 06
  15. 15. <ul><li>1 st DRAFT Due </li></ul><ul><li>Next Steps </li></ul><ul><li>Finalize and submit assessment application - October, 2006 </li></ul><ul><li>Receive feedback report from Washington State Quality Award </li></ul><ul><li>Determine where improvement efforts will be focused </li></ul><ul><li>Develop and implement action plans </li></ul><ul><li>Submit another assessment or award application – November, 2007 </li></ul>July 31, 06 <ul><li>Communication </li></ul><ul><li>Regular communication with the Executive Team </li></ul><ul><li>Post Baldrige Leadership Team meeting minutes on the website (semi-monthly) </li></ul><ul><li>Post self assessment survey results on the website as well as on bulletin boards at all agency locations </li></ul><ul><li>Post updates on the website </li></ul><ul><li>Baldrige Leadership Team members update their location specific management teams </li></ul><ul><li>How has Baldrige Helped WDVA? </li></ul><ul><li>Vision, mission of the organization - well deployed </li></ul><ul><li>PDPs are linked to the Mission and Vision of the Organization (100% PDPs) </li></ul><ul><li>This Strategic Plan cycle (Executive Team, all WDVA managers and supervisors and the Governor’s Veterans Affairs Advisory Committee involvement and input) </li></ul><ul><li>Strategic Plan has been deployed to all staff </li></ul><ul><li>Staff understand the need for performance measures and reporting </li></ul>
  16. 16. Planned Journey Now Goal Unaligned Projects 2005 Strategic Direction Work Group Individual Tactical Direction Malcolm Baldrige Principles ALIGNING THE FOCUS
  17. 17. Strategic Planning Customer and Market Focus Process M anagement HR Focus Leadership Data and Information Management Business Results Business Results

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