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Bill Denney, CEO, Quality Texas, - 'Defining Excellence An Overview of Frameworks And Their Value'
 

Bill Denney, CEO, Quality Texas, - 'Defining Excellence An Overview of Frameworks And Their Value'

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Bill Denney, CEO Quality Texas, represented American Society for Quality at the recently concluded 'Excellence: the Future of Business' in Dubai....

Bill Denney, CEO Quality Texas, represented American Society for Quality at the recently concluded 'Excellence: the Future of Business' in Dubai.

He presented his topic 'Defining Excellence An Overview of Frameworks And Their Value' on Day3

Event was jointly hosted by ASQ and the Dubai Quality Group.

http://www.facebook.com/DubaiQualityGroup

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    Bill Denney, CEO, Quality Texas, - 'Defining Excellence An Overview of Frameworks And Their Value' Bill Denney, CEO, Quality Texas, - 'Defining Excellence An Overview of Frameworks And Their Value' Presentation Transcript

    • Defining ExcellenceAn Overview of Frameworks And Their Value William (Bill) Denney Ph.D. CEO, The Quality Texas Foundation www.texas-quality.org bdenney@texas-quality.org Quality Management Division Healthcare Division
    • Theme Of This Presentation There’s value in using a framework to drive improvement There are several frameworks from which to choose
    • Agenda• About Quality Texas• Why Excellence Frameworks• Do They Provide Value• Some Frameworks – Baldrige – Australia – Europe/Dubai• Commonalities• Difficulty / Time Commitment• Conclusions
    • The Quality Texas FoundationWHO WE ARE VISION(What We Want The World To Know) (What Were Striving To Do)The Quality Texas Foundation helps By helping our customers developbusinesses, hospitals, schools, successful organizations, we improvegovernment agencies and non-profits our communities, our state, ourimprove performance. We educate, country, and our world.train, assess, provide feedback and MISSIONrecognize organizations committed to (Why We Exist)a journey of excellence. Quality Texasencourages use of the Baldrige We help create excellent businesses,Criteria for Performance Excellence hospitals and schools by sharingand other methods that drive efficiency knowledge about the Baldrige processand effectiveness. Our work saves and other methods that drivejobs, improves communities and organizational efficiency, effectivenesscreates a stronger state and nation, and sustainability.and ultimately a better world formankind By the way, there is an award
    • How We Measure Ourselves“Your examiners did an awesome job! I want to thank you again for „shaking up our apple cart‟ and pushing us to a higher level. This is an incredible process and I have learned so much about our organization, thanks to your direction.” Jerri Garison President Baylor Regional Medical Center Plano“The Quality Texas process gave us the opportunity to fine tune every aspect of our operation.” Ken Schiller Co-Owner K&N Management “Raytheon APC‟s work and relationship with the Quality Texas organization over the years, utilizing the Quality Texas evaluation and feedback process, has enabled APC to realize significant improvement across the enterprise.” James Klein General Manager Raytheon APC
    • How Others May Measure Us 91 Baldrige Awards – 15% In Texas 8 5 5 5 8 8AK 14HI 5
    • Why Excellence Frameworks“I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged indisciplined thought and taking disciplined action to create great organizations that produce exceptional results.” Jim Collins Author, Good To Great
    • Do They Provide Value – QTF Analysis
    • Do They Provide Value – QTF Analysis
    • Do They Provide Value – QTF Analysis
    • Do They Provide ValueKevin Hendricks & Vinod Singhal Study
    • Do They Provide ValueMaria Alemeida & Victor Frias - 2011“International Quality Awards and Excellence Quality Models Around The World; A Multidimensional Analysis” Excellence models bring structure to the deployment of TQM and help bridge geographical and cultural differences.
    • Baldrige Excellence Framework
    • Australian Excellence Framework
    • EFQM/Dubai Excellence Model
    • Common RequirementsBaldrige Australia EFQM/Dubai1. Leadership 1. Leadership 1. Leadership2. Strategic Planning 2. Customer & Market 2. Strategy3. Customer & Market Focus 3. People Focus 3. Strategy & Planning 4. Processes, Products4. Measurement, 4. People, & Resources Analysis & 5. Information & 5. Processes Knowledge Knowledge 6. Customer Results Management 6. Process 7. People Results5. Workforce Focus Management, 8. Society Results6. Process Improvement & Innovation 9. Key Results Management7. Business Results 7. Success & Sustainability
    • Common Values BALDRIGE CORE AUSTRALIAN BUSINESS EFQM FUNDAMENTAL CONCEPTS PRINCIPLES CONCEPTS 1. Visionary leadership 1. Lead by example, provide clear 1. Results Orientation direction, build organizational 2. Customer-driven alignment and focus on sustainable 2. Customer Focus achievement of goals. excellence 3. Leadership and 2. Understand what markets and 3. Organizational and customers value, now and into the Constancy of Purpose personal learning future, and use this to drive organizational design, strategy, 4. Management by 4. Valuing employees and products and services. Processes and Facts partners 3. Continuously improve the system. 5. People Development 4. Develop and value people’s capability 5. Agility and release their skills, and Involvement 6. Focus on the future resourcefulness and creativity to 6. Continuous Learning, change and improve the organization. 7. Managing for innovation 5. Develop agility, adaptability and Innovation and responsiveness based on a culture of Improvement 8. Management by fact continual improvement, innovation 7. Partnership 9. Social responsibility and learning. 6. Improve performance through the use Development 10. Focus on results and of data, information and knowledge to 8. Corporate Social creating value understand variability and to improve strategic and operational decision- Responsibility 11. Systems perspective making. 7. Behave in an ethically, socially and environmentally responsible manner. 8. Focus on sustainable results, value and outcomes.WHY AS INDIVIDUALS, A CITY, REGION,COUNTRY WE WANT TO PROMOTE THIS
    • Other Commonalities• A disciplined approach• Systemic• Systematic• Engage customers and staff• Results focused• Non-Proscriptive• A proven method
    • How Difficult Is It “It’s easy, it’s free, and it works.” Dale Crownover Two-time Baldrige Recipient "We have not to risk the adventure alone, for the heroes of al time have gone before us. The labyrinth is thoroughly known. We have only to follow the thread of the hero path." Joseph Campbell American Academic
    • How Long Does It Take Stage 0 Stage 1 Stage 2 Stage 3 Stage 4 “Reaction” “Projects” “Traction” “Integration” “Sustain”Progress & Assessment Score Regulatory and Project mentality, Alignment of Clear linkage of Continued improvement external characterized by projects to strategy; process management as methodologies are compliance various tactical Focus on leadership and improvement embedded into the only improvement and management to operational results organization’s culture activities processes Award status – OR Decline, as the organization loses Typical discipline and Framework changes course Start – OR Give up on the ? process TimeCopyright: Mass General ~ 4 – 10 YearsCenter for Performance Excellence
    • Conclusions There’s value in using a framework to drive improvement There are several frameworks from which to choose
    • Presentation & Materials bdenney@texas-quality.org www.texas-quality.org This Presentation & Associated Materials www.texas-quality.org/dubai Baldrige Resource Library www.baldrigepe.org/brl/