Baldrige Criteria Presentation


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  • CAH Summer QI Workshop 2009
  • The Health Care Criteria consist of these seven Categories. Each Category is subdivided into Items and Areas to Address. There are 18 Items, each focusing on a major requirement. Embodied within these is a set of Core Values and Concepts. Let’s take a look at these Core Values and Concepts before discussing the Categories and Items and the related Areas to Address. CAH Summer QI Workshop 2009
  • The Health Care Criteria are built on a number of interrelated Core Values and Concepts. These values and concepts are embedded beliefs and behaviors found in high-performing organizations. They are the foundation for integrating key performance and operational requirements within a results-oriented framework that creates a basis for action and feedback. This figure shows the role of the Core Values and Concepts. The Health Care Criteria are built on them. Core Values and Concepts are embedded in the systematic processes addressed in Criteria Categories 1 through 6. These systematic processes yield the performance results found in Criteria Category 7. Let’s take a closer look at these Core Values and Concepts. CAH Summer QI Workshop 2009
  • Visionary Leadership: An organization’s senior leaders should create a leadership system that includes both health care provider and administrative/operational leaders and fosters the integration and alignment of health care and business directions. Senior leaders have a central role in setting directions and creating a patient focus. They must convey clear and visible values and high expectations. The organization’s defined values and strategies should help guide all of its activities and decisions. Senior leaders serve as role models and reinforce ethics, values, and expectations while building leadership, commitment, and initiative throughout the organization. Senior leaders should be responsible to the organization’s governance body for their actions and performance. Patient-Focused Excellence: Performance and quality are the key components in determining customer satisfaction. All attributes of patient care delivery (including those not directly related to medical/clinical/health services) factor into the judgment of satisfaction and value. Patient-focused excellence has both current and future components. It demands close attention to the voice of the customer, anticipation of marketplace changes, and a customer-focused culture. Therefore, it demands organizational agility. Organizational and Personal Learning: Organizational learning refers to continuous improvement of existing approaches and significant change or innovation, leading to new goals and approaches. Personal learning refers to education, training, and other opportunities for the continuous growth and development of your workforce, including senior leaders and volunteers. Learning is directed not only toward providing better health care services that develop better products and services but also toward being more responsive, adaptive, innovative, and efficient—giving your organization marketplace sustainability and performance advantages and giving your workforce satisfaction and the motivation to excel. CAH Summer QI Workshop 2009
  • Valuing Workforce Members and Partners: An organization’s success depends increasingly on an engaged workforce and on the diverse backgrounds, knowledge, skills, creativity, and motivation of its workforce and partners. Valuing the people in your workforce means committing to their engagement, satisfaction, development, and well-being. Internal partners may include unions and staff, while external partners may include customers, suppliers, education or community organizations, and other health care providers. Such partnerships may be a source of strategic advantage for an organization. Agility: Success in today’s ever-changing health care environment demands agility—a capacity for rapid change and flexibility. Health care providers face ever-shorter cycles for the introduction of new/improved health care services, as well as for faster and more flexible responses to patients and stakeholders. Cycle time has become a key process measure. Focus on the Future: The pursuit of sustainable growth and sustained performance leadership requires a strong future orientation and a willingness to make long-term commitments to key stakeholders, such as your patients and their families, workforce, employers, payors, health profession students, suppliers, and partners, as well as the public and your community. Managing for Innovation: Innovation is no longer strictly the purview of health care researchers. Organizations should be led and managed so that innovation becomes part of the learning culture, is integrated into daily work, and reaches across the entire organization. Innovation should lead the organization to new dimensions of performance. CAH Summer QI Workshop 2009
  • Management by Fact: Performance improvement requires measurement and analysis. The measures selected should best represent the factors that lead to improved health care outcomes; improved patient and stakeholder, operational, financial, and societal performance; and healthier communities. Analysis of data entails determining trends, projections, and cause and effect in support of planning, improving operations, accomplishing change management, and comparing your organizational performance with that of competitors, with similar health care organizations, or with “best practices” benchmarks. Societal Responsibility and Community Health: Leaders should stress responsibilities to the public, ethical behavior, and the need to consider societal well-being and benefit, which refers to leadership and support—within the limits of an organization’s resources—of publicly important purposes. Leaders should be role models in focusing on ethics and the protection of public health, safety, and the environment. They should go beyond mere compliance in these areas and focus on opportunities for improvement. Planning should anticipate adverse impacts that may arise and make available the information and support needed to maintain public awareness. Also, organizations should emphasize resource conservation and waste reduction at the source. Further, health care organizations should contribute to building community health. Focus on Results and Creating Value: Results should be used to create and balance value for your key stakeholders. The use of a balanced composite of leading and lagging performance measures offers an effective means to communicate short- and longer-term priorities, monitor actual performance, and provide a clear basis for improving results. Systems Perspective: A systems perspective means managing the whole organization, as well as its key processes, to achieve results—and to strive for performance excellence. The seven Baldrige Criteria Categories, the Core Values, and the Scoring Guidelines form the building blocks and the integrating mechanism for the system. This systems perspective is depicted in the following slide. CAH Summer QI Workshop 2009
  • The framework provides a high-level overview of the Baldrige Health Care Criteria for Performance Excellence and illustrates how the Criteria provide a systems perspective for managing your organization to achieve performance excellence. From top to bottom, the framework has three basic elements—the Organizational Profile, the system operations, and the system foundation (Measurement, Analysis, and Knowledge Management). The Organizational Profile (the umbrella at the top of the figure) sets the context for the way your organization operates. Your environment, key working relationships, and strategic challenges and advantages serve as an overarching guide for your organizational performance management system. The system operations (middle of the figure) comprise two linked triads. – The leadership triad—Leadership, Strategic Planning, and Customer Focus—emphasizes the importance of a leadership focus on patients, stakeholders, and strategy. – The results triad—Workforce Focus, Process Management, and Results—focuses on your workforce and key processes that accomplish the work of the organization that yields your overall performance results. ALL actions point toward Results. The horizontal arrow in the center of the framework links the two triads, a linkage critical to organizational success. The arrow indicates the central relationship between Leadership (Category 1) and Results (Category 7), as well as the importance of feedback in an effective performance management system. The system foundation (bottom of the figure) is composed of Measurement, Analysis, and Knowledge Management, which are critical to the effective management of your organization and to a fact-based, knowledge-driven system for improving health care and operational performance and competitiveness. CAH Summer QI Workshop 2009
  • As previously mentioned, there are 18 Items under the seven Baldrige Categories. Let’s take a look at what an Item looks like in the Criteria booklet. In this graphic of Item 1.1, you can see that the basic requirements are presented in the Item title, Senior Leadership: How do your senior leaders lead? The overall requirements are expressed as introductory sentences in bold text at the top of the Item. You also can see that this is classified as a Process Item. (All Items in Categories 1 through 6 are classified this way. Items in Category 7 are Results Items.) Two arrows at the left point out the Item’s Areas to Address, which are in purple text and assigned a letter designation—in this case, “a” and “b.” Multiple requirements are shown here on the right in brackets. They appear under each Area to Address as individual questions in black text. Item Notes are provided and serve three purposes: (1) to clarify key terms or requirements, (2) to give instructions and examples for responding to the Item requirements, and (3) to indicate key linkages to other Items. Note: Key terms presented in the Glossary are shown in small capital letters throughout the Criteria and Scoring Guidelines. The Criteria booklet also contains a section that discusses the Organizational Profile and each of the Categories and Items in more detail. CAH Summer QI Workshop 2009
  • This graphic is an aid for assessing and scoring Process Items (Categories 1 through 6). In each case, the arrows indicate the degree of consistency and coordination among organizational units. The circular shapes shown next to the arrows depict the relative clarity or definition of an organization’s goals. The steps are as follows: Reacting to Problems . Here operations are characterized by activities rather than by processes, and they are largely responsive to immediate needs or problems. In Early Systematic Approaches , the organization is at the beginning stages of conducting operations by processes with repeatability, evaluation and improvement, and some early coordination among organizational units. Aligned Approaches occur in the third step toward a mature process. At this stage, operations are repeatable and are regularly evaluated for improvement, with learnings shared and with coordination among organizational units. Integrated Approaches occur at the final stage of a mature process. The arrows indicate the evolution of the organization into an interconnected unit. At this stage, not only are processes repeatable, but also, in collaboration with other affected units, they are regularly evaluated for change and improvement. This collaboration and interconnection help organizations achieve efficiencies across units. CAH Summer QI Workshop 2009
  • Learning is an essential attribute of high-performing organizations and, therefore, a critical concept in performance excellence. It is a key term used throughout the Criteria booklet and is one of the four scoring factors used to assess the maturity of an organization’s processes. Effective, well-deployed organizational learning can help an organization improve from the early stages of reacting to problems to the highest levels of organization-wide improvement, refinement, and innovation. The firefighting analogy illustrated here depicts a progression through the levels of maturity for this scoring dimension. CAH Summer QI Workshop 2009
  • Whether being used as part of a self-assessment or as part of a Baldrige Award application, the Organizational Profile provides a snapshot of the organization, the key influences on how it operates, and the key challenges it faces. The placement of the Organizational Profile at the front of the Criteria sets the organizational context for responding to the Criteria Items. The Organizational Profile helps everyone (e.g., organizations using the Criteria for self-assessment, application writers, and reviewers) understand what is most relevant and important to the organization’s business and to its performance. The Organizational Profile is the starting point for self-assessment and for writing an Award application. If you identify topics for which conflicting, little, or no information is available, it is possible that your assessment need not go any further and you can use these topics for action planning. By addressing the questions in the Organizational Profile, potential gaps in key information can be identified, and areas that affect key performance requirements and results can be brought into focus. P.1 Organizational Description asks “What are your key organizational characteristics?” It asks an organization to describe its operating environment, including identifying its core competencies, and its key relationships with patients and stakeholders, suppliers, partners, and collaborators. It also asks for a description of your governance system. P.2 Organizational Situation asks “What is your organization’s strategic situation?” It asks an organization to describe its competitive environment, key strategic challenges and advantages, and system for performance improvement. It includes a request to identify available sources of comparative and competitive data to emphasize the need for these sources and to provide a context for later responses. CAH Summer QI Workshop 2009
  • All responses to the Items within the boxed Categories (1 through 6) should address Process. Responses to the Results Items should address performance levels, trends, comparisons, and integration, as well as the breadth and importance of the results. Because the bottom line for any organization is results, almost half of the application points are for results. Results must be supported by linkages to the appropriate Process Items to show cause and effect. Results may be the bottom line, but they are accomplished through a successful performance management system that is guided from the top. CAH Summer QI Workshop 2009
  • Category 1 (Leadership) examines how senior leaders’ personal actions guide and sustain your organization. It also examines your organization’s governance system and how the organization fulfills its legal, ethical, and societal responsibilities. 1.1 Senior Leadership asks “How do your senior leaders lead?” It focuses on how senior leaders set organizational vision and values; create an environment that fosters, requires, and results in legal and ethical behavior; create a sustainable organization; and create an environment for organizational improvement. It also asks how senior leaders communicate with and engage the workforce, create a focus on action to accomplish organizational objectives, and create and balance value for patients and other stakeholders in their performance expectations. 1.2 Governance and Societal Responsibilities asks “How do you govern and fulfill your societal responsibilities?” It examines several key aspects of your organization’s governance system and approach to leadership improvement. It also asks how your organization assures legal and ethical behavior and fulfills its societal responsibilities. In addition, it asks you to describe how your organization supports its key communities and builds community health. CAH Summer QI Workshop 2009
  • Category 2 (Strategic Planning) addresses how your organization develops strategic objectives and action plans. It also examines how the chosen strategic objectives and action plans are deployed and changed if circumstances require it, and how progress is measured. Decisions about your organization’s core competencies are key strategic decisions. 2.1 Strategy Development asks “How do you develop your strategy?” It examines how your organization establishes its strategy to address its strategic challenges and leverage its strategic advantages. It addresses your long-term organizational sustainability, including needed core competencies, and your ability to execute the strategic plan. It also examines how key strategic objectives balance the needs of all key stakeholders. 2.2 Strategy Deployment asks “How do you deploy your strategy?” It examines how your organization converts its strategic objectives into action plans to accomplish these objectives and how it deploys and assesses progress on its action plans. It also asks for your key performance measures or indicators and the performance projections for both your short- and longer-term planning horizons. CAH Summer QI Workshop 2009
  • Category 3 (Customer Focus) examines how your organization engages its patients and stakeholders for long-term marketplace success. This engagement strategy includes how your organization builds a patient- and stakeholder-focused culture. Also examined is how your organization listens to the voice of its customers (its patients and stakeholders) and uses this information to improve and identify opportunities for innovation. 3.1 Customer Engagement asks “How do you engage patients and stakeholders to serve their needs and build relationships?” It asks how your organization determines health care service offerings and mechanisms to support patients’ and stakeholders’ use of your health care services. It examines how communication mechanisms vary for different patient and stakeholder groups and market segments. It also examines how your organization builds a patient- and stakeholder-focused culture, including how your workforce performance management system reinforces this culture and how you build and manage relationships with patients and stakeholders to increase their engagement with you. 3.2 Voice of the Customer asks “How do you obtain and use information from your patients and stakeholders?” It examines how your organization listens to its patients and stakeholders, acquires satisfaction and dissatisfaction information, and uses customer information to improve its marketplace success. It also examines how customer listening mechanisms vary for different customer groups, market segments, and the stages of their relationships with you, as well as how you manage patient and other stakeholder complaints. In addition, it asks how you use customer, market, and health care service information to identify and anticipate current and future patient and stakeholder groups and market segments, to identify key patient and stakeholder requirements, and to identify opportunities for innovation. CAH Summer QI Workshop 2009
  • Category 4 (Measurement, Analysis, and Knowledge Management) examines how your organization selects, gathers, analyzes, manages, and improves its data, information, and knowledge assets and how it manages its information technology. It also addresses how your organization reviews its performance and uses these reviews to improve its performance. 4.1 Measurement, Analysis, and Improvement of Organizational Performance asks “How do you measure, analyze, and then improve organizational performance?” It covers your performance data and information at all levels and in all parts of the organization. This Item also emphasizes the purpose and use of the results of analyses and reviews, including using them to make strategic decisions for your organization. 4.2 Management of Information, Knowledge, and Information Technology asks “How do you manage your information, organizational knowledge, and information technology?” It addresses the availability and quality of needed data, information, hardware, and software for your workforce, suppliers, partners, collaborators, and patients and stakeholders. It also examines how your organization builds and manages its knowledge assets and the continued availability of data, information, hardware, and software in the event of an emergency. CAH Summer QI Workshop 2009
  • Category 5 (Workforce Focus) addresses how your organization engages, manages, and develops your workforce to utilize its full potential in alignment with the organization’s overall mission, strategy, and action plans. It also examines your organization’s ability to assess workforce capability and capacity needs and to build a workforce environment conducive to high performance. 5.1 Workforce Engagement asks “How do you engage your workforce to achieve organizational and personal success?” It examines how your organization engages, compensates, and rewards your workforce to achieve high performance. It also examines how members of the workforce, including senior leaders, are developed to achieve high performance. In addition, it addresses how your organization assesses workforce engagement and uses the results to achieve higher performance. 5.2 Workforce Environment asks “How do you build an effective and supportive workforce environment?” It addresses how your organization manages workforce capability and capacity to accomplish its work and how it maintains a safe, secure, and supportive work climate. CAH Summer QI Workshop 2009
  • Category 6 (Process Management) is the focal point within the Criteria for examining all key aspects of process management, including how your organization designs its work systems and how it designs, manages, and improves its key processes for implementing those work systems. This Category stresses the importance of your core competencies and how you protect—and capitalize on them for success and organizational sustainability. It also examines how your organization ensures its readiness for emergencies. 6.1 Work Systems asks “How do you design your work systems?” It addresses how your organization designs its work systems and determines its key processes to deliver patient and stakeholder value, prepare for potential emergencies, and achieve organizational success and sustainability. 6.2 Work Processes asks “How do you design, manage, and improve your key organizational work processes?” It examines how your organization designs, implements, manages, and improves its key work processes to deliver patient and stakeholder value and achieve organizational success and sustainability. CAH Summer QI Workshop 2009
  • Category 7 (Results) addresses your organization’s performance and improvement in six key areas. It also examines your performance levels relative to those of competitors and other organizations providing similar health care services. This Category includes a specific focus on results related to the effectiveness of your senior leaders. 7.1 Health Care Outcomes asks “What are your health care results?” It also asks for segmented results and appropriate comparative data, as well as those measures that are mandated by regulatory, accreditor, or payor requirements. 7.2 Customer-Focused Outcomes asks “What are your patient- and stakeholder-focused performance results?” It examines results for patient and stakeholder satisfaction, dissatisfaction, and engagement. 7.3 Financial and Market Outcomes asks “What are your financial and marketplace performance results?” These results might include aggregate measures of financial return, measures of financial viability, budgetary performance, and measures of health care marketplace performance, such as market share or position, market or market share growth, and new markets entered. 7.4 Workforce-Focused Outcomes asks “What are your workforce-focused performance results?” It examines results relating to workforce engagement and satisfaction, workforce and leader development, workforce capability and capacity, and the workforce climate. It asks for results that address the diversity of the workforce and the organization’s workforce groups and segments. 7.5 Process Effectiveness Outcomes asks “What are your process effectiveness results?” It examines your key operational performance results that contribute to the achievement of organizational effectiveness, including your organization’s readiness for emergencies. These results address the operational performance of your work systems and key work processes, including productivity and cycle time. 7.6 Leadership Outcomes asks “What are your leadership results?” It examines your organization’s key governance and senior leadership results, including evidence of strategic plan accomplishments, fiscal accountability, legal compliance, ethical behavior, societal responsibility, and support of key communities and community health. CAH Summer QI Workshop 2009
  • More quotes: “ I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking disciplined action to create great organizations that produce exceptional results.” — Jim Collins, author of Good to Great: Why Some Companies Make the Leap . . . and Others Don’t “ What we do is we create an environment that allows an employee to help other people and make a difference in their lives. One of the biggest advantages to using the Baldrige Criteria is it serves as a platform, as a responsible way to lead your organization.” — John Heer, President of 2003 Award recipient Baptist Hospital, Inc. “ The Baldrige process is a wonderful process because . . . it makes you take every aspect of a business, whether it’s a hospital, as in our case, or manufacturing, and makes you integrate every piece. The human resources piece is integrated with the service piece.” — G. Richard Hastings, CEO of 2003 Award recipient Saint Luke’s Hospital of Kansas City “ Baldrige has provided a new lens through which we see our organization. It has offered us a way to systematically evaluate our entire organization and understand the link between the hundreds of processes that make up the health care experience.” — Sister Mary Jean Ryan, FSM, President/CEO of 2002 Award recipient SSM Health Care “ The basic precepts of listening and learning from others . . . integrating and deploying what we have learned, has never been more important as it is in today’s corporate America. It is our hope that others will embrace the Baldrige Criteria as a responsible way to lead their organizations.” — Charles D. Stokes, President of 2006 Award recipient North Mississippi Medical Center CAH Summer QI Workshop 2009
  • CAH Summer QI Workshop 2009
  • CAH Summer QI Workshop 2009
  • Currently, there are 41 active state and local programs; 36 states report their data as part of the Alliance for Performance Excellence. All 41 programs are modeled on the Baldrige Program, and their criteria are based on the Baldrige Criteria for Performance Excellence. The growth in the number of programs indicates an increased acceptance, both nationally and internationally, of the principles of performance excellence as defined by the Baldrige Criteria. In addition to the state and local network, an international network has evolved and as of April 2004, there are approximately 76 programs around the world; 68 percent of them are Baldrige-based. There is a Baldrige-based award in Japan, in addition to the Deming Prize. Elements of the Baldrige Criteria also are used in the European Quality Award and Canadian Award for Excellence. Baldrige has truly become a global benchmark, and the Criteria have become accepted as a worldwide standard for performance excellence.
  • Baldrige Criteria Presentation

    1. 1. Beth Katzenberg, EdM, MBA, CPHQ CAH Summer QI Workshops 2009
    2. 2.
    3. 3.
    4. 4. <ul><li>Established 1987 </li></ul><ul><ul><li>Public Law 100-107 </li></ul></ul><ul><li>Aim </li></ul><ul><ul><li>Enhance competitiveness & performance of U.S. organizations </li></ul></ul><ul><ul><li>Identify & recognize role-model organizations </li></ul></ul><ul><ul><li>Establish criteria for evaluating improvement efforts </li></ul></ul><ul><ul><li>Disseminate & share best practices </li></ul></ul>
    5. 5. <ul><li>Manufacturing (1988) </li></ul><ul><li>Service (1988) </li></ul><ul><li>Small business (manufacturing or service) (1988) </li></ul><ul><li>Education (for-profit & nonprofit) (1999) </li></ul><ul><li>Health care (for-profit & nonprofit) (1999) </li></ul><ul><li>Nonprofit, including charities & government agencies (2007) </li></ul>
    6. 6. <ul><li>Poudre Valley Health System —2008 </li></ul><ul><li>Mercy Health System—2007 </li></ul><ul><li>City of Coral Springs—2007 </li></ul><ul><li>North Mississippi Medical Center—2006 </li></ul><ul><li>Park Place Lexus—2005 </li></ul><ul><li>Kenneth W. Monfort College of Business —2004 </li></ul><ul><li>SSM Health Care—2002 </li></ul><ul><li>Operations Mgmt Intl —2000 </li></ul><ul><li>Los Alamos National Bank—2000 </li></ul><ul><li>The Ritz-Carlton Hotel—1992, 1999 </li></ul><ul><li>Mesa Products—2006 (75 emp) </li></ul><ul><li>Stoner, Inc—2003 (48 emp) </li></ul><ul><li>Note: 4 organizations have received award twice </li></ul>
    7. 7.
    8. 8. <ul><li>De facto definition of performance excellence </li></ul><ul><li>Validated organizational performance assessment tool </li></ul><ul><li>Framework for performance management system </li></ul><ul><li>Built on 11 core values and concepts </li></ul><ul><li>Non-prescriptive and adaptable </li></ul><ul><li>Systems perspective </li></ul><ul><li>Focus on key results </li></ul>
    9. 9. Baldrige National Quality Program Health Care Criteria for Performance Excellence
    10. 10. Seven Categories of the Health Care Criteria <ul><li>Leadership </li></ul><ul><li>Strategic Planning </li></ul><ul><li>Customer Focus </li></ul><ul><li>Measurement, Analysis, and Knowledge Management </li></ul><ul><li>Workforce Focus </li></ul><ul><li>Process Management </li></ul><ul><li>Results </li></ul>
    11. 11. (p. 52)
    12. 12. 11 Core Values and Concepts <ul><li>Visionary Leadership </li></ul><ul><li>Patient-Focused Excellence </li></ul><ul><li>Organizational and Personal Learning </li></ul>
    13. 13. Core Values and Concepts, cont. <ul><li>Valuing Workforce Members and Partners </li></ul><ul><li>Agility </li></ul><ul><li>Focus on the Future </li></ul><ul><li>Managing for Innovation </li></ul>
    14. 14. Core Values and Concepts, cont. <ul><li>Management by Fact </li></ul><ul><li>Societal Responsibility and Community Health </li></ul><ul><li>Focus on Results and Creating Value </li></ul><ul><li>Systems Perspective </li></ul>
    15. 15. Baldrige Health Care Criteria Framework: A Systems Perspective
    16. 16. Item Format (Page 30)
    17. 17. Steps Toward Mature Processes (p. 68)
    18. 18. (p. 73) Baldrige National Quality Program 2009
    19. 19. Organizational Profile <ul><li>P.1 Organizational Description </li></ul><ul><li>P.2 Organizational Situation </li></ul><ul><li>Starting point for self-assessment and application preparation </li></ul><ul><li>Basis for early action planning </li></ul>
    20. 20. Category Point Values <ul><li>1 Leadership 120 </li></ul><ul><li>2 Strategic Planning 85 </li></ul><ul><li>3 Customer Focus 85 </li></ul><ul><li>4 Measurement, Analysis, and </li></ul><ul><li>Knowledge Management 90 </li></ul><ul><li>5 Workforce Focus 85 </li></ul><ul><li>6 Process Management 85 </li></ul><ul><li>7 Results 450 </li></ul><ul><li>TOTAL POINTS 1,000 </li></ul>
    21. 21. Addresses Senior Leaders’ Actions, Governance, and Societal Responsibilities 1.1 Senior Leadership (70 pts.) 1.2 Governance and Societal Responsibilities (50 pts.) 1. Leadership (120 pts.)
    22. 22. Addresses Strategic and Action Planning and Deployment of Plans 2.1 Strategy Development (40 pts.) 2.2 Strategy Deployment (45 pts.) 2. Strategic Planning (85 pts.)
    23. 23. Addresses How an Organization Engages Its Customers and Listens to the Voice of the Customer 3.1 Customer Engagement (40 pts.) 3.2 Voice of the Customer (45 pts.) 3. Customer Focus (85 pts.)
    24. 24. Addresses Analysis, Review, and Improvement of Organizational Performance and Management of Data, Knowledge, and Information Resources 4.1 Measurement, Analysis, and Improvement of Organizational Performance (45 pts.) 4.2 Management of Information, Knowledge, and Information Technology (45 pts.) 4. Measurement, Analysis, and Knowledge Management (90 pts.)
    25. 25. Addresses How an Organization Engages, Develops, and Manages Its Workforce and Builds an Effective Workforce Environment 5.1 Workforce Engagement (45 pts.) 5.2 Workforce Environment (40 pts.) 5. Workforce Focus (85 pts.)
    26. 26. Addresses How an Organization Designs Its Work Systems; Prepares for Emergencies; and Designs, Manages, and Improves Its Work Processes 6.1 Work Systems (35 pts.) 6.2 Work Processes (50 pts.) 6. Process Management (85 pts.)
    27. 27. Addresses an Organization’s Performance and Improvement in Key Areas and Includes Current Performance Levels, Trends, and Comparative Data 7.1 Health Care Outcomes (100 pts.) 7.2 Customer-Focused Outcomes (70 pts.) 7.3 Financial and Market Outcomes (70 pts.) 7.4 Workforce-Focused Outcomes (70 pts.) 7.5 Process Effectiveness Outcomes (70 pts.) 7.6 Leadership Outcomes (70 pts.) 7. Results (450 pts.)
    28. 28. 2007 Award Recipients <ul><li>It is my hope that more health care organizations will embark on the Baldrige journey of excellence. We will use this opportunity to reach out to others in the health care industry and share our knowledge. </li></ul><ul><li>— Javon R. Bea, President and CEO of 2007 Award recipient Mercy Health System </li></ul><ul><li>Clearly the Criteria, discipline, and focus that underlie the Baldrige process have been key contributors to our daily improvements. The feedback we received from our state and national site visits has been instrumental in providing a clear road map for the journey. </li></ul><ul><li>— Michael Murphy, CEO of 2007 Award recipient Sharp HealthCare </li></ul>
    29. 29. Resources for More Information <ul><li>Most Baldrige National Quality Program (BNQP) documents are available both in printed form and on the BNQP Web site. </li></ul><ul><li>To obtain these documents, call (301) 975-2036, e-mail, or visit </li></ul>
    30. 30.
    31. 31.
    32. 32. <ul><li>~76 programs </li></ul><ul><ul><li>European Quality Award </li></ul></ul><ul><ul><li>Canadian Award for Excellence </li></ul></ul><ul><ul><li>Japan Quality Award </li></ul></ul><ul><li>68% use Baldrige-based criteria </li></ul>
    33. 33. States with State or Local Award Programs Note: Five states have more than one quality award program.
    34. 34. <ul><li>Colorado’s performance excellence program </li></ul><ul><li>Incorporated 2000 </li></ul><ul><li>Uses Baldrige criteria </li></ul><ul><li>CFMC is a founding sponsor </li></ul><ul><li> </li></ul>
    35. 35.
    36. 36.
    37. 37. <ul><li>Self-assessment: Benefits </li></ul><ul><li>Address a customer-/competitor- or budget-driven need to change </li></ul><ul><li>Keep pace with changes in industry </li></ul><ul><li>Maintain a leadership position </li></ul><ul><li>Enhance organizational learning </li></ul><ul><li>Align actions with organization’s values </li></ul><ul><li>Create a sustainable organization </li></ul><ul><li>Improve performance </li></ul>
    38. 38. Self-assessment tools & methods
    39. 39. <ul><li>Exercise: </li></ul><ul><li>Are We Making Progress? </li></ul>
    40. 40.
    41. 41.
    42. 42. <ul><li>Purpose: </li></ul><ul><li>Describe what is relevant and important </li></ul><ul><li>Ensure common understanding </li></ul><ul><li>Guide selection of information/data </li></ul><ul><li>Identify gaps/lack of deployment </li></ul>
    43. 43.
    44. 44. <ul><li>Exercise: </li></ul><ul><li>Creating an Organizational Profile </li></ul><ul><li>& </li></ul><ul><li>Using the Criteria </li></ul>
    45. 45. Describe the following about your organization.
    46. 46. Describe the approach and deployment for the questions below. Identify the corresponding parts of the org profile.
    47. 47. Describe the approach and deployment for the questions below. Identify the corresponding parts of the org profile.
    48. 48. <ul><li>To improve performance and achieve world-class results </li></ul><ul><li>To seek “the most cost-effective, value-added business audit available” </li></ul><ul><ul><li>Bob Barnett, Motorola, Inc. </li></ul></ul><ul><li>To objectively clarify your organization’s strengths and weaknesses </li></ul><ul><li>To develop an integrated management approach </li></ul><ul><li>To align efforts and resources </li></ul>
    49. 49. <ul><li>Start with the organization profile </li></ul><ul><li>Use the criteria to develop foundation </li></ul><ul><li>No requirement to apply for an award </li></ul><ul><li>Senior leaders must learn and lead to achieve and sustain performance excellence </li></ul><ul><li>Check out resources on Baldrige web site </li></ul>
    50. 50. Jim Collins Author, Good to Great: Why Some Companies Make the Leap…and Others Don’t
    51. 51.
    52. 52. Strategic & operational objectives & goals Baldrige Criteria for Performance Excellence
    53. 53. Jerry Rose, Former President Sunny Fresh Foods, Inc. Baldrige Award Recipient, 1999 and 2005
    54. 54. <ul><li>Questions? Comments? Thoughts? Ideas? </li></ul>