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Malcolm Baldrige National Quality Award (MBNQA) by Operational Excellence Consulting
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Malcolm Baldrige National Quality Award (MBNQA) by Operational Excellence Consulting

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The Malcolm Baldrige National Quality Award (MBNQA) is the most prestigious award conferred on U.S. organizations in the business, health care, education, and nonprofit sectors in recognition of their ...

The Malcolm Baldrige National Quality Award (MBNQA) is the most prestigious award conferred on U.S. organizations in the business, health care, education, and nonprofit sectors in recognition of their attainment of world-class standards of performance excellence. The award is given by the President of the United States.

In fact, a National Institute for Standards and Technology (NIST) study in 2000 suggests that the companies comprising the Baldrige award winners have reported average compounded annual growth rates exceeding nine percent, and Kosko (2001) reports that, for the past 7 years, the Baldrige award winners have consistently outperformed the Standard and Poor’s 500 stock index by 4.4 to one.

LEARNING OBJECTIVES

• Understand the Baldrige framework as a model for performance excellence
• Explain the Baldrige Criteria for Performance Excellence
• Define the Baldrige Criteria Point Values and Scoring Guidelines
• Describe the Baldrige assessment and site visit process

CONTENTS

• Overview of the Baldrige Award
• Baldrige Criteria for Performance Excellence
• Award Criteria Point Values
• Scoring Guidelines
• Baldrige Assessment Process
• Baldrige Site Visit
• Baldrige Award Recipients

To download this complete presentation, please go to: http://www.oeconsulting.com.sg

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  • The Malcolm Baldrige National Quality Award recognized businesses for performance excellence. The award recognizes those businesses in the business, healthcare, education, and non-profit sectors. Two awards are given in each sector annually. This award was created to focus on quality improvement among products, service, customer quality, strategic quality, and overall organizational quality. As such, companies who receive this award serve as role models for other businesses to follow. In addition, this award promotes information and performance excellence sharing among organizations in order to increase competitiveness in the industry. The main characteristic of the Malcolm Baldrige National Quality Award is continuous improvement.
  • The Malcolm Baldrige National Quality Award recognized businesses for performance excellence. The award recognizes those businesses in the business, healthcare, education, and non-profit sectors. Two awards are given in each sector annually. This award was created to focus on quality improvement among products, service, customer quality, strategic quality, and overall organizational quality. As such, companies who receive this award serve as role models for other businesses to follow. In addition, this award promotes information and performance excellence sharing among organizations in order to increase competitiveness in the industry. The main characteristic of the Malcolm Baldrige National Quality Award is continuous improvement.
  • Category 1 – leadership:This category is used to examine your company’s top management, and their actions to support and direct the company. In addition, it also evaluates the organizations duty to fulfill its role in ethical and social responsibility. Category 2 – Strategic planning: This category examines how the organization develops and implements action plans and strategic processes. It also examines how these implementations are measured and documented for improvement as the situation constantly changes.
  • Category 3 – Customer Focus: This category examines how the company is developing customers in long-term mutual relationships. It also includes how the organization is listening to the customers, documenting their needs, and creating innovative products or services to fulfill those needs. In addition, it examines how the company is using this information to continue to build customer relations and utilize this information to improve the company’s strategies and goals. Category 4 – Measurement, Analysis, and Knowledge of Management: Examines how the company is gathering, organizing, processing, and using data to improve its processes.
  • The MBNQA has a unique scoring system in which scores are based on a percent basis. IN addition, this system is based on the evaluation of (1) processes and (2) results. The process dimension reflects the methods and theologies which a company uses in their leadership, strategic systems, measurement/analysis/knowledge, customer focus, and workforce focus (categories 1 – 6). This dimension is a factor of approach, deployment, learning, and integration (ADLI). This refers to the methods used by the organization, the way in which they deploy their methods, the way in which the organization learns from their approach, and the extent to which the integrate their findings to align with company-wide goals for continuous improvement.
  • The MBNQA has a unique scoring system in which scores are based on a percent basis. IN addition, this system is based on the evaluation of (1) processes and (2) results. The process dimension reflects the methods and theologies which a company uses in their leadership, strategic systems, measurement/analysis/knowledge, customer focus, and workforce focus (categories 1 – 6). This dimension is a factor of approach, deployment, learning, and integration (ADLI). This refers to the methods used by the organization, the way in which they deploy their methods, the way in which the organization learns from their approach, and the extent to which the integrate their findings to align with company-wide goals for continuous improvement.
  • The MBNQA has a unique scoring system in which scores are based on a percent basis. IN addition, this system is based on the evaluation of (1) processes and (2) results. The process dimension reflects the methods and theologies which a company uses in their leadership, strategic systems, measurement/analysis/knowledge, customer focus, and workforce focus (categories 1 – 6). This dimension is a factor of approach, deployment, learning, and integration (ADLI). This refers to the methods used by the organization, the way in which they deploy their methods, the way in which the organization learns from their approach, and the extent to which the integrate their findings to align with company-wide goals for continuous improvement.
  • Stage 1 – The first step in receiving the Baldrige Award is to submit an application to the National Institute of Standards and Technology (NIST) in consideration for eligibility. After the application is submitted, it is then reviewed by Baldrige examiners. The examiner then review the application and determine which companies will continue for further review, while the companies who are not selected are given feedback.Stage 2 – Those companies who are selected are then subject to a consensus review by senior examiners, who then determines whether or not the company is qualified for an on-site visit review. These companies who quality for the site visit are known as “Baldrige qualified.”Stage 3 – The site visit is the last stage in which three to four Baldrige examiners tour the company and evaluate its processes and systems. The examiners then provide a feedback report to the company along with their Baldrige score. This feedback ultimately provides the company with evaluations on their strengths and weaknesses within the seven categories.

Malcolm Baldrige National Quality Award (MBNQA) by Operational Excellence Consulting Malcolm Baldrige National Quality Award (MBNQA) by Operational Excellence Consulting Presentation Transcript

  • Malcolm Baldrige National Quality Award A Model for Performance Excellence © Operational Excellence Consulting. All rights reserved.
  • Program Objectives By the end of the program, you will be able to: • Understand the Baldrige framework as a model for performance excellence • Explain the Baldrige Criteria for Performance Excellence • Define the Baldrige Criteria Point Values and Scoring Guidelines • Describe the Baldrige assessment and site visit process 2
  • Contents NOTE: As this is a PREVIEW, only selected slides are shown. To download the complete presentation, please visit: http://www.oeconsulting.com.sg • Overview of the Baldrige Award • Baldrige Criteria for Performance Excellence • Award Criteria Point Values • Scoring Guidelines • Baldrige Assessment Process • Baldrige Site Visit • Baldrige Award Recipients • (Your organization’s performance and alignment plan) 3
  • Overview of Baldrige Award What is the Baldrige Performance Excellence Program? • Established by Congress in 1987 • Designed to improve the competitiveness of U.S. businesses • Identifies role-model organizations • Internationally recognized and emulated Malcolm Baldrige 4
  • Overview of Baldrige Award What is the Purpose of the Malcolm Baldrige National Quality Award? • Identify organizations that will serve as role models for other organizations • Help organizations assess their improvement efforts • Help to strengthen U.S. competitiveness 5
  • Overview of Baldrige Award What are the Benefits of the Award Framework? • Helps organizations to achieve sustainable results in today’s challenging environment • Helps organizations to think strategically • Helps companies align processes, people, resources and customers’ needs • A means to rally management and employees to behind a common goal 6
  • Overview of Baldrige Award Who Can Apply for the Malcolm Baldrige National Quality Award? • The award is open to organizations in the following sectors:  Manufacturing  Service  Small business  Education  Healthcare  Non-profit 7
  • Overview of Baldrige Award How is an Organization Selected as a MBNQA Winner? • 55% of evaluation is based on how the organization is run (process); 45% on the basis of performance (results) • Every major part of the organization is assessed • Strong commitment to continuous improvement 8
  • Overview of Baldrige Award Core Values & Concepts • The Criteria are built on the following set of interrelated core values and concepts:  visionary leadership  customer-driven excellence  organizational and personal learning  valuing workforce members and partners  agility  focus on the future  managing for innovation  management by fact  societal responsibility  focus on results and creating value  systems perspective 9
  • Overview of Baldrige Award ISO 9000 vs. MBNQA ISO 9000 only addresses 1 out of the 7 categories required by MBNQA! 10
  • Overview of Baldrige Award Journey to Performance Excellence World Class ISO 9000 A C P D 11
  • Overview of Baldrige Award From Good to Great… “Greatness is not a function of circumstance. Greatness is largely a matter of conscious choice, and discipline.” —Jim Collins, author of Good to Great: Why Some Companies Make the Leap. . . and Others Don’t © Operational Excellence Consulting. All rights reserved. 12
  • Baldrige Criteria for Performance Excellence Baldrige Criteria for Performance Excellence Organizational Profile: Environment, Relationships & Strategic Situation 2 Strategic Planning 5 Workforce Focus 1 Leadership 7 Results 3 Customer Focus 6 Operations Focus 4 Measurement, Analysis & Knowledge Management © Operational Excellence Consulting. All rights reserved. 13
  • Baldrige Criteria for Performance Excellence Category 1 – Leadership • Examines how organization’s senior leaders’ personal actions guide and sustain the organization • Examines the organization’s governance system • Examines how organization fulfills its legal, ethical, and societal responsibilities and supports its key communities 14
  • Baldrige Criteria for Performance Excellence Category 3 – Customer Focus • Examines how organization develops customers in long-term relationship • How organization adheres to voice of customer (VOC) • Examines how organization identifies customer needs • How organization innovates to fulfill desires of customer 15
  • Award Criteria Point Values Point Values Distribution Organizational Profile: Environment, Relationships & Strategic Situation 2 Strategic Planning 5 Workforce Focus 85 85 1 Leadership 120 7 Results 450 6 Operations Focus 3 Customer Focus 85 100 4 Measurement, Analysis & Knowledge Management © Operational Excellence Consulting. All rights reserved. 85 16
  • Scoring Guidelines Process Scoring Guidelines • “Process” refers to the methods the organization uses and improves to address the item requirements in categories 1–6. • The four factors used to evaluate process are approach, deployment, learning, and integration (ADLI). 17
  • Scoring Guidelines Process Scoring Guidelines SCORE PROCESS (for use with categories 1–6) 50%, 55%, 60%, or 65% ■ An effective, systematic approach, responsive to the overall requirements of the item, is evident. (A) ■ The approach is well deployed, although deployment may vary in some areas or work units. (D) ■ A fact-based, systematic evaluation and improvement process and some organizational learning, including innovation, are in place for improving the efficiency and effectiveness of key processes. (L) ■ The approach is aligned with your overall organizational needs identified in response to the Organizational Profile and other process items. (I) 18
  • Scoring Guidelines Results Scoring Guidelines • “Results” refers to the organization’s outputs and outcomes in achieving the requirements in items 7.1– 7.5 (category 7). • The four factors used to evaluate results are levels, trends, comparisons, and integration (LeTCI). 19
  • Baldrige Assessment Process Baldrige Assessment Process Stage 1 Stage 2 Application Submission Stage 3 Consensus Review Independent Review Select for Review Select for Review Site Visit Review Yes Select for Review Yes Feedback Yes No No Feedback to Feedback to Applicant (report) Applicant (report) No Feedback to Applicant (report) 20
  • Baldrige Site Visit Objective of the Site Visit • Verify and Clarify  Appropriateness and effectiveness of the Approach  Extent of Deployment  Integration of Approach into the business plan  Breadth and depth of Results  Cycles of improvement  Additional Results achieved during the interim period  Clarification of report 21
  • Baldrige Award Recipients The Baldrige Award Recipients… © Operational Excellence Consulting. All rights reserved. 22
  • Baldrige Award Recipients Baldrige Award Recipients • Healthcare  Henry Ford Health System, Detroit, MI (2011)  Schneck Medical Center, Seymour, IN (2011)  Advocate Good Samaritan Hospital, Downers Grove, IL (2010)  AtlantiCare, Egg Harbor Township, NJ (2009)  Poudre Valley Health System, Fort Collins, CO (2008) 23
  • Let’s Go For It! © Operational Excellence Consulting. All rights reserved. 24
  • END OF PREVIEW To download this presentation, please visit us at: www.oeconsulting.com.sg © Operational Excellence Consulting. All rights reserved.