Achieving Organizational Excellence

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Achieving Organizational Excellence thru alignment of people, process and strategy.

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  • Jamil Packaging – Tue,6/8, 9a 45 Minutes, 7-10 FTE @ JamilGOAL: Inform, Inspire/Motivate, Have FunBRING Coach Flyer, DIALOG Playbook Sample, DIALOG Brochure 4-Page Flyers, Bus.CardsHANDOUT 1-page, 2 Sided – DIALOG/QuestionsAssemble TUB:Turning Point, PPT Clicker, Music Stand, Handouts, Projector, Extension CordCONTACT: David Diroll, JrSCHEDULEIntro – Me, Movie, Baldrige Quality Background – 8 Pages – 10 MinCore Message - 7 Categories 20 MinClose – Focus, Align, Execute
  • Achieving Organizational Excellence

    1. 1.
    2. 2. Organizational ExcellenceAchieving World Class Quality<br />Prepared For – XXXXXX – 2010<br />Patrick S. Frazier, CBC<br />Five Star Performance, LLC<br />Patrick.S.Frazier@CoachingAuthority.net <br />574.286.1123<br />
    3. 3. What is MOST Important to YOU?<br />Competitive Advantage<br />Enhanced Product/Service <br />Customer Loyalty<br />Increased Market Share<br />Ability to Innovate<br />Increased Revenue/Growth<br />
    4. 4. Model of Alignment<br />
    5. 5. Malcolm Baldrige Quality Award<br />Baldrige Award<br />999 Applicants<br />62 Award Winners<br /><ul><li> Cadillac Motor Car Division, 1990
    6. 6. Merrill Lynch Credit Corporation, 1997
    7. 7. St. Lukes Hospital of Kansas City, 2003
    8. 8. Community Consolidated School District, 2003
    9. 9. Park Place Lexus, 2005
    10. 10. North Mississippi Medical Center, 2006</li></li></ul><li>What Does The Baldrige Award Measure?<br />Leadership<br />Strategic Planning<br />Customer and Market Focus<br />Measurement, Analysis, and Knowledge Mgmt<br />Workforce Focus<br />Process Management<br />Business Results<br />
    11. 11. Senior Management has defined a clear direction for our organization.<br />Strongly Agree<br />Somewhat Agree<br />Neutral<br />Somewhat Disagree<br />Strongly Disagree<br />I Don’t Know<br />
    12. 12. Leadership<br />This category examines how senior executives guides the organization and how the organization addresses its responsibilities to the public and practices good citizenship.<br />http://www.nist.gov/public_affairs/factsheet/baldfaqs.htm<br />
    13. 13. I have written goals and objectives which support the organizations overall objectives.<br />Strongly Agree<br />Somewhat Agree<br />Neutral<br />Somewhat Disagree<br />Strongly Disagree<br />I Don’t Know<br />
    14. 14. Strategic Planning<br />This category examines how the organization sets strategic directions and how it determines key action plans.<br />I have written goals and objectives which support the organizations overall objectives.<br />http://www.nist.gov/public_affairs/factsheet/baldfaqs.htm<br />
    15. 15. We have a good system for tracking customer satisfaction.<br />Strongly Agree<br />Somewhat Agree<br />Neutral<br />Somewhat Disagree<br />Strongly Disagree<br />I Don’t Know<br />
    16. 16. Customer and Market Focus<br />This category examines how the organization determines requirements and expectations of customers and markets; builds relationships with customers; and acquires, satisfies, and retains customers.<br />http://www.nist.gov/public_affairs/factsheet/baldfaqs.htm<br />
    17. 17. Every month I am given data that shows how my department is contributing to the organizations results.<br />Strongly Agree<br />Somewhat Agree<br />Neutral<br />Somewhat Disagree<br />Strongly Disagree<br />I Don’t Know<br />
    18. 18. Measurement, Analysis, and Knowledge Management<br />This category examines the management, effective use, analysis, and improvement of data and information to support key organization processes and the organization’s performance management system.<br />http://www.nist.gov/public_affairs/factsheet/baldfaqs.htm<br />
    19. 19. I have been provided with training to allow me to continually improve my skills and abilities.<br />Strongly Agree<br />Somewhat Agree<br />Neutral<br />Somewhat Disagree<br />Strongly Disagree<br />I Don’t Know<br />
    20. 20. Workforce Focus<br />This category examines how the organization enables its workforce to develop its full potential and how the workforce is aligned with the organization’s objectives.<br />http://www.nist.gov/public_affairs/factsheet/baldfaqs.htm<br />
    21. 21. When we work on the development of new products/services, we include potential customers in the process.<br />Strongly Agree<br />Somewhat Agree<br />Neutral<br />Somewhat Disagree<br />Strongly Disagree<br />I Don’t Know<br />
    22. 22. Process Management<br />This process examines aspects of how key production/delivery and support processes are designed, managed, and improved.<br />http://www.nist.gov/public_affairs/factsheet/baldfaqs.htm<br />
    23. 23. I feel as though I have personal responsibility toward this organization achieving business results.<br />Strongly Agree<br />Somewhat Agree<br />Neutral<br />Somewhat Disagree<br />Strongly Disagree<br />I Don’t Know<br />
    24. 24. Business Results<br />This category 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. <br />This category also examines how the organization performs relative to competitors.<br />http://www.nist.gov/public_affairs/factsheet/baldfaqs.htm<br />
    25. 25. How likely are you to recommend our organization to a friend?<br />Absolutely!<br />Most Likely<br />Depends?<br />Probably Not<br />Not a Chance!<br />
    26. 26. Calculating Employee Loyalty Score (ELS)<br />Positive = Absolutely! + Most Likely<br />Negative = Probably Not + Not a Chance!<br />Net Promoter (ELS) = Positive% – Negative%<br />Key:<br />MOST Companies = 0%-33%<br />ABOVE Average = 33% - 50%<br />BEST in Class = 50%-60%<br />
    27. 27. Model of Alignment with Criteria<br />
    28. 28. Bringing it into focus!<br />
    29. 29. If You Can’t Measure It, You Can’t Manage It<br />What Gets Recognized <br />gets Repeated.<br />No Action Implies Permission<br />Good is the enemy of GREAT!<br />
    30. 30. GOT A COACH?<br />BDC<br />The Coaching Authority for Michiana!<br />
    31. 31. Organizational ExcellenceAchieving World Class Quality<br />Prepared For – Jamil Packaging – June 2010<br />Patrick S. Frazier, CBC<br />Five Star Performance, LLC<br />Patrick.S.Frazier@CoachingAuthority.net<br />www.coachingauthority.net <br />574.286.1123<br />

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