The Baldrige Framework as a Strategy for Performance Excellence
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The Baldrige Framework as a Strategy for Performance Excellence Presentation Transcript

  • 1. THE BALDRIGE FRAMEWORK AS A STRATEGY FOR PERFORMANCE EXCELLENCE Texas Higher Education Coordinating Board Achieving Excellence: The Richland College Experience Bryan R. Cole, Professor Dept. of Educational Administration and Human Resource Development Texas A&M University b-cole@tamu.edu June 6, 2007
  • 2. Baldrige Criteria for Performance Excellence Purpose The Criteria have three important roles:  to help improve organizational performance practices, capabilities and results  to facilitate communication and sharing of best practices information among U. S. organizations  to serve as a diagnostic tool for understanding and managing performance and for guiding organizational planning and opportunities for learning
  • 3. Baldrige Criteria for Performance Excellence Purpose The Education Criteria are designed to help organizations use a systems integrated approach to organizational performance management that results in  delivery of ever-improving value to students and stakeholders, contributing to education quality and organizational stability  improvement of overall organizational effectiveness and capabilities  organizational and personal learning
  • 4. The Baldrige Model Can Provide: A way to start building a systems approach A guide to strategic planning A framework for continuous improvement A method for sustained competitiveness A common language to improve internal communication and external benchmarking
  • 5. Baldrige and Accreditation The Baldrige and accrediting models are very similar - self-study/self-assessment, peer review, site visit, identification of strengths and opportunities for improvement
  • 6. Baldrige and Accreditation  The institution has developed an acceptable Quality Enhancement Plan (QEP) that (1) includes a broad-based institutional process identifying key issues emerging from institutional assessment, (2) focuses on learning outcomes and/or the environment supporting student learning and accomplishing the mission of the institution, (3) demonstrates institutional capability for the initiation, implementation, and completion of the QEP, (4) includes broad-based involvement of institutional constituencies in the development and proposed implementation of the QE identifies goals and a plan to assess their achievement. (Quality Enhancement Plan) – Southern Association Revised Standards, Jan, 2007
  • 7. Performance Excellence Criteria Characteristics  Directed towards results  Non-prescriptive and adaptable  Support a Systems perspective to maintaining goal organizational alignment  Support goal-based diagnosis The “Mayo Clinic” of Organizational Examinations
  • 8. The Performance Excellence Model Three Components: Core Values Criteria (Organizational Profile, Criteria Framework & Questions) The Evaluation System
  • 9. The Criteria Structure 7 More Categories Specificity 18 Items 32 Areas to Address Specific Questions 11 Core Values
  • 10. Core Values are... … values and concepts that are the foundation for the criteria
  • 11. Core Values and Concepts The Criteria’s Foundation  Visionary Leadership  Managing for Innovation  Customer-Driven Excellence  Management by Fact  Organizational and Personal  Social Responsibility Learning  Focus on Results and  Valuing Employees and Partners Creating Value  Agility  Systems Perspective  Focus on the Future
  • 12. Organizational Profile The Organizational Profile is a snapshot of the organization, the key influences on how the organization operates and the key challenges faced by the organization. P.1 P. 2 Organizational Organizational Description Challenges • Organizational Environment • Competitive Environment • Organizational relationships • Strategic Context • Performance Improvement System
  • 13. The 7 Categories of the Criteria 1. Leadership 2. Strategic Planning 3. Student, Stakeholder & Market Focus 4. Measurement, Analysis and Knowledge Management 5. Workforce Focus 6. Process Management 7. Results
  • 14. Criteria for Performance Excellence Framework: A Systems Perspective Organizational Profile: Environment, Relationships, and Challenges 2 5 Strategic Workforce Planning Focus 1 7 Leadership Results 3 Student, 6 Stakeholder Process and Market Focus Management 4 Measurement, Analysis, and Knowledge Management
  • 15. 1 Leadership The Leadership Category examines how your organization’s senior leaders guide and sustain your organization. Also examined are your organization’s governance and how your organization addresses its ethical, legal and community responsibilities. 1.1 1.2 Organizational Governance and Leadership Social Responsibility • Vision and Values • Organizational Governance • Communication • Legal and Ethical Behavior • Organizational Performance • Support of Key Communities
  • 16. Key Excellence Indicators: Leadership  Personal commitment to customers  Effective communication of organization’s direction  Use of personal and organizational review findings to set focus for improvement
  • 17. Key Excellence Indicators: Leadership  Communication of and adherence to the organization’s values  Legal and ethical behavior  Focus on learning at all levels of the organization  Good citizenship
  • 18. Organizational Assessment (PLAN) Strategy, Methodology Approach APPROACH refers to the METHODS which the organization uses to achieve the purposes addressed in the criteria
  • 19. Organizational Assessment (PLAN) Strategy, (DO) Implement, Methodology Execute Approach Deployment Qualitative DEPLOYMENT refers to the extent to which the approach is APPLIED to all relevant areas and activities addressed in the criteria
  • 20. Organizational Assessment (PLAN) Strategy, (DO) Implement, (CHECK) Methodology Execute Outcome Approach Deployment Results Qualitative Quantitative RESULTS refers to OUTCOMES and EFFECTS in achieving the purposes addressed in the criteria
  • 21. Organizational Assessment (ACT) Learning and Integration Approach Deployment Results LEARNING refers to refining your approach through cycles of evaluation and improvement INTEGRATION refers to the extent to which your approach is aligned with your organizational needs identified in the organizational profile and other Process Items
  • 22. Learning from National and State Assessments  Vulnerable Organizations – More in a reactive mode than prevention & improvement oriented – Major gaps in deployment of management system fundamentals – Spotty business results  Good Organizations – Solid, systematic approach to management system fundamentals – More emphasis on improvement & prevention vs. reaction – Management system well deployed – Good performance levels that have been sustained over time  Strong Organizations – Solid, systematic approach to all elements of management system – Management system fully deployed – Strong, sustained performance, approaching world class
  • 23. Possible Next Steps • Have Quality Texas make a presentation to your company, organization, or association • Have others in your organization attend Managing for Performance Excellence training provided by Quality Texas • Ask about customized training • Have one or more of your employees apply to be an Examiner Valuable training plus chance to contribute to the State of Texas Learning and experience through review and feedback on other applications Networking and learning from peers from throughout Texas • Submit an application at the Progress Level or Award Level • Network, visit, interface, share, and benchmark with other organizations and individuals • Visit the Quality Texas website at www.texas-quality.org
  • 24. Resources Available to Assist You  Criteria for Performance Excellence (Generic, Education, or Health Care Version)  Texas Award Self-Assessment Manual  Examiners and Other Volunteers  Award Applicants and Recipients  Conferences and Workshops  Baldrige (NIST) Website www.baldrige.nist.gov  Quality Texas Website www.texas-quality.org