Baldrige Excellence Framework (2017-2018) by Operational Excellence Consulting

© Operational Excellence Consulting. All rights reserved.
Baldrige
Excellence
Framework
(2017-2018)

© Operational Excellence Consulting. All rights reserved. 2
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
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Contents
1. Overview of the Baldrige Excellence Framework
2. Baldrige Criteria for Performance Excellence
3. Scoring System
4. Baldrige Assessment Process
5. Baldrige Site Visit
6. Baldrige Award Recipients
7. (Your organization’s performance and alignment plan)
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Overview of the Baldrige
Excellence Framework
1

What is the Baldrige Performance
Excellence Program?
• Presidential award
• Created in 1987 by Public Law 100-107
• Highest level of national recognition for
performance excellence
• Traditionally presented by the
President of the United States
Overview of Baldrige Award

What is the Purpose of the Baldrige
Excellence Award?
• Identify organizations that will
serve as role models for other
organizations
• Help organizations assess
their improvement efforts
• Help to strengthen U.S.
competitiveness

What are the Benefits of the Award
Framework?
• Improve performance and achieve
world-class results
• Seek “the most cost-effective, value-added
business audit available anywhere”
• Objectively clarify your organization’s strengths
and weaknesses

Who Can Apply for the Baldrige
Excellence Award?
• The award is open to organizations in the
following sectors:
 Manufacturing
 Service
 Small business
 Education
 Healthcare
 Non-profit

How is an Organization Selected as a
Baldrige Award 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

Key Characteristics of the Baldrige
Excellence Framework
• Focus on business results
• Tools used to obtain results are non-prescriptive
and adaptive
• The criteria support company-wide alignment of
goals and processes
• Supports goal-based assessment

Criteria Categories
1. Leadership
2. Strategy
3. Customers
4. Measurement, Analysis and Knowledge
Management
5. Workforce
6. Operations
7. Results

Core Values & Concepts
• The Criteria are built on the following set of
interrelated core values and concepts:
 Systems perspective
 Visionary leadership
 Customer-focused excellence
 Valuing people
 Organizational learning and agility
 Focus on success
 Managing for innovation
 Management by fact
 Societal responsibility
 Ethics and transparency
 Delivering value and results

Baldrige Criteria for
Performance Excellence
2

Baldrige Criteria for Performance
Excellence
Baldrige Criteria for Performance Excellence
Leadership
Customers
Strategy
Operations
Workforce
Integration RESULTS
Measurement, Analysis & Knowledge Management
Organizational Profile
Source: National Institute of Standards & Technology (NIST)

Organizational Profile
P.1 Organizational Description
P.2 Organizational Situation
• Starting point for self-assessment
and application preparation
• Basis for early action planning

1. Leadership (120 pts.)
• Senior leaders’ actions, organizational
governance, and societal responsibilities
1.1 Senior Leadership (70 pts.)
1.2 Governance and Societal Responsibilities (50 pts.)

3. Customers (85 pts.)
• Listening to the voice of the customer
and engaging customers
3.1 Voice of the Customer (40 pts.)
3.2 Customer Engagement (45 pts.)

5. Workforce (85 pts.)
• Building an effective workforce environment
Engaging, developing, and managing your
workforce
5.1 Workforce Environment (40 pts.)
5.2 Workforce Engagement (45 pts.)

7. Results (450 pts.)
• Performance and improvement in all key areas
Performance levels, trends, and comparative
data
7.1 Product and Process Results (120 pts.)
7.2 Customer-Focused Results (80 pts.)
7.3 Workforce-Focused Results (80 pts.)
7.4 Leadership and Governance Results (80 pts.)
7.5 Financial and Market Results (90 pts.)

Scoring System
3

Category Point Values
Category Point Values
1 Leadership 120
2 Strategy 85
3 Customers 85
4
Measurement, Analysis & Knowledge
Management
90
5 Workforce 85
6 Operations 85
7 Results 450
Total 1,000
Scoring System

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).
Scoring System

Evaluating Processes
• Approach (A): How do you accomplish your
organization’s work? How effective are your key
approaches?
• Deployment (D): How consistently are your key
processes used in relevant parts of your organization?
• Learning (L): How well have you evaluated and
improved your key approaches? How well have
improvements been shared within your organization?
• Integration (I): How well do your approaches align with
your current and future organizational needs? How well
are processes and operations harmonized across your
organization?
Scoring System

Scoring Band Descriptors - PROCESS
Band
Score
Band
Number
PROCESS Descriptor
431-480 7
The organization demonstrates refined approaches
responsive to the multiple Criteria requirements. It also
demonstrates innovation, excellent deployment, and
good‐to‐excellent use of measures in most areas. There
is good‐to‐excellent integration of approaches with
organizational needs, with organizational analysis,
learning through innovation, and sharing of best
practices as key management strategies.
481-550 8
The organization demonstrates outstanding approaches
fully responsive to the multiple Criteria requirements.
Approaches are fully deployed and demonstrate
excellent, sustained use of measures. There is excellent
integration of approaches with organizational needs.
Organizational analysis, learning through innovation,
and sharing of best practices are pervasive.
Scoring System

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).
Scoring System

Evaluating Results
• Levels (Le): What is your current performance?
• Trends (T): Are the results improving, staying the same,
or getting worse?
• Comparisons (C): How does your performance
compare with that of other organizations, or with
benchmarks or industry leaders?
• Integration (I): Are you tracking results that are
important to your organization and that consider the
expectations and needs of your key stakeholders? Are
you using the results in decision making?
Scoring System

Scoring Band Descriptors - RESULTS
Band
Score
Band
Number
RESULTS Descriptor
346-390 7
Results address most key customer/stakeholder,
market, process, and action plan requirements. Results
demonstrate excellent organizational performance
levels and some industry* leadership. Results
demonstrate sustained beneficial trends in most
areas of importance to the multiple Criteria
requirements and the accomplishment of the
organization’s mission.
391-450 8
Results fully address key customer/stakeholder,
market, process, and action plan requirements and
include projections of future performance. Results
demonstrate excellent organizational performance
levels, as well as national and world leadership. Results
demonstrate sustained beneficial trends in all areas of
importance to the multiple Criteria requirements and
the accomplishment of the organization’s mission.
Scoring System
* “Industry” refers to other organizations performing substantially the same functions, thereby facilitating direct comparisons.

Baldrige Assessment
Process
4

Baldrige
Assessment
Process
Baldrige Assessment Process

Baldrige Site Visit
5

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
Baldrige Site Visit

Baldrige Award Recipients
6

The Baldrige Award Recipients…

• Education
 Montgomery County Public Schools, Rockville, MD
(2010)
 Iredell-Statesville Schools, Statesville, NC (2008)
 Richland College, Dallas, TX (2005)
 Kenneth W. Monfort College of Business, Greeley, CO
(2004)
 Community Consolidated School District 15, Palatine,
IL (2003)

• 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)

• Manufacturing
 Nestlé Purina PetCare Co., St. Louis, MO (2010)
 Honeywell Federal Manufacturing & Technologies,
Kansas City, MO (2009)
 Cargill Corn Milling North America, Wayzata, MN
(2008)
 Sunny Fresh Foods, Inc., Monticello, MN (2005)
 The Bama Companies, Tulsa, OK (2004)

(Your Organization
Performance
& Alignment Plan)
7

Let’s Go For It!

About
Operational Excellence
Consulting

About Operational Excellence
Consulting
• Operational Excellence Consulting is a management training and
consulting firm that assists organizations in improving business
performance and effectiveness.
• One of our unique strengths is going beyond a tools-focused
approach to seamlessly integrate people, processes, technology
and continuous improvement initiatives to suit the specific needs
and situations of our clients.
• We provide corporate learning programs and management advisory
services to assist our clients to achieve breakthrough in business
performance and effectiveness. Our aim is to support our clients in
designing, managing and executing lasting beneficial change.

To download this presentation,
please visit us at:
www.oeconsulting.com.sg
END OF PARTIAL PREVIEW

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