2010 tqa assessor workshop by thomas schamberger day two

Baldrige Foundation – Thailand Quality Assessor Workshop

2010

Welcome to Day 2!


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Day 2 Key Outcomes and Learning

Consensus Review Process Items and Results ItemsKey Factors Key Themes: Process ItemsEnterprise of the FutureEthical EnergizersSite Visit Do’s and Don’tsMentoring Skills

Baldrige National Quality Program 2009

6/2/2010


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Planning

Consensus Review

Baldrige National Quality Program 2009

6/2/2010


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Your Role During Consensus Review

Getting Started

Draft Consensus Review

Worksheets

Participate in Consensus

Present during the Consensus, Only as Needed

Finish, after the Consensus


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Consensus Feedback

Team MembersItem Lead

v2fg


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What Is Consensus?

agreementsynergy

feedbackdiscussion

collaborationsupportchange

Can you support and live with the decision?


2010Exercise - Item Assignments

Examiner Category/Item Lead Backup Other

Examiner #1Team Leader

Assign Items ? Items, 7.1

Examiner #2 Assign Items ? Items, 7.4





Key

Themes,

Criteria Cop

What

Examiner

Does Key

Themes and

is Criteria

Cop ?

Assign – Back-Up Leader


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Item AssignmentsExaminer Category/Item Lead Backup Other

Examiner #1 Items 1.1, 1.2, 7.6 Items 6.1, 6.2, 7.1






Key Themes (6)Criteria Cop(2)


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Assessment Considerations

The Enterprise of the Future


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Competitiveness:The Enterprise of the Future

IBM 2008 Global CEO StudyMore Than 1,000 CEOs

“The consumer’s concept of quality will no longer be measured by only the physical attributes of the product (Cu)—it will extend to the process of how the product is made (Co), including product safety, environmental compliance, and social responsibility compliance (Su).”

Victor Fung, Chairman Li & Fung (Hong Kong)


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Competitiveness: The Enterprise of the Future (IBM study, continued)The Future Enterprise Is . . .

Hungry for Change (Co)— Capable of Changing Quickly— Shapes TrendsInnovative beyond Customer’s Imagination (Cu, Su)— Surpasses Expectations of Demanding

Customers— Collaborative Relationships and Innovations That

Make Company and Customers More SuccessfulGlobally Integrated (Co, Su)— Strategically Designed to Access Capabilities Wherever

They Reside


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Competitiveness: The Enterprise of the Future (IBM study, continued)

Disruptive by Nature (Co, Su)— Radically Challenges Its Business Model— Shifts the Basis of Competition Again

and AgainGenuine, Not Generous (Su)— Genuine Concern for Society in All Actions

and Decisions


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Core Competencies

Core Competencies

Sustainability

Strategy

2

Partnerships and Collaborations

3

Outsourcing

Work Systems

14

5


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? ? ?

Questions ??

? ??

?

Thanks!


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Key Themes: First Look


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Questions to Consider

l What is a key theme?

l What do we look for as we analyze the application?


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Key Theme

A key theme is a perception or observation that recurs throughout the scorebook, across processes and results, reflecting major strengths, opportunities, or vulnerabilities.


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What Is a Key Theme?

A high-level strength or opportunity for improvement that– Is common (cross-cutting) to more than

one Item/Category and/or– Is significant in terms of the applicant’s

key factors and/or– Addresses a Core Value of the Criteria


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Steps in Developing Key Themes

1. Capture initial impressions.2. Conduct the Item-level evaluation.3. Finalize the key themes.


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Key Theme FeaturesKey themes…..l are comments addressing high-level strengths or opportunities for improvement

l are significant in terms of the applicant’s key factors

l are often common to more than one Item/Category (cross-cutting) or address an

issue of particular significance in one Item (often found in a comment that is

bolded)

l must be traceable to comments found in the Item Worksheets

l may address a Core Value of the Criteria

l summarize how well an applicant has addressed the Criteria requirements

l serve as an executive summary


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What to Ask in Identifying Key Themes For the “a” and “b” key themes, which are related to Process Items, the ADLI evaluation factors are a good starting point. Asking the following questions will help identify the key themes:

1. Which approaches are sound and systematic (or not)?

2. What approaches are well deployed throughout the organization (or not)?

3. Are there areas of strength or opportunity related to organizational learning?

4. Where is there strong linkage between and among processes? What areas are poorly aligned? In a more mature applicant, what areas exhibit or lack integration?


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What to Ask in Identifying Key Themes For the “c” and “d” key themes, which are related to Results Items, asking the following questions related to the LeTCIevaluation factors is a good starting point for determining commonality or themes:

1. Are results trending consistently either up or down? If results are tracked over time,

are they sustained?

2. How do results compare to competitors or best-in-class organizations? Are adequate

comparisons provided?

3. To what extent are results segmented to reflect important customer and stakeholder,

product, program, offering and service, market, process, and action plan

performance requirements identified in the Organizational Profile and in Process

Items? Are valid indicators of future performance included?


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Key Theme Features

1. Do you see any role-model processes or results?

2. Core Values also may serve as a source for key themes when examples can be identified from Item comments.

3. Are Core Values for the sector (e.g., visionary leadership, management by fact) reflected in the Item comments?


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Example of Key Themes The applicant creates an environment for organizational and staff learning

through the creation of an annual workforce development plan that serves as a

key input to the Strategic Planning Process and drives the development of the

organization’s annual training and education plan. Other means used to develop

and maintain a learning environment include the use of the Plan, Do, Check, Act

(PDCA) process and OASIS design and improvement models. The models

include systematic benchmarking and identification of best practices, the

development of annual Individual Development Plans (IDPs) for all staff and

volunteers, and the offer of multiple educational benefits, such as Work to Learn,

tuition reimbursement, and scholarships for staff and their children. In addition,

AF participates in multiple national, state, and local associations to gather and

share best practices and learning.


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Key Theme Diagnosis ActivityStep Time

1. As a triad, review the Key Themes assigned and identifythe core values, and role model process elementscontained within the key theme comment and determinewhether there are any problems with the key theme aswritten. Ask

a. Is anything wrong?b. Are approaches identified sound and systematic? c. Is deployment signified and is it throughout the organization

(or not)? d. Are there areas of strength or opportunity related to

organizational learning? e. Was is there strong linkage between and among

processes? Hint: Use the Core Values and Concepts in the Criteria as

tools.

5 min.

2. Review some of your triad’s findings. 10 min.


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Example of Key Themes

This is a key theme because it…..l goes beyond one Area to Address, Item, or Category

l describes various systematic processes that are important to the organization’s performance

l is well deployed throughout the organization

l is integrated (in harmony across the organization)

l is linked to a Core Value—organizational and personal learning


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Key Factors: First Look


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What Is a Key Factor?

DefinitionKey factors are significant attributes of anorganization that influence the way theorganization operates. Examiners will use keyfactors to focus their assessment on what isimportant to the applicant.


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Key Factors–CustomersExaminers use key factors to1. Provide more accurate and meaningful feedback to the

applicant and understand the Criteria areas of greatest importance to the applicant

2. Begin to understand the key points to investigate during the Consensus Review and Site Visit Review phases of the Award process


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What Is a Key Factor?

Definition Key factors are significant attributes of an organization that influence the way

the organization operates. Examiners will use key factors to focus their

assessment on what is important to the applicant.

Customers Examiners use key factors to

• provide more accurate and meaningful feedback to the applicant

• understand the Criteria areas of greatest importance to the applicant

• begin to understand the key points to investigate during the Consensus Review

and Site Visit Review phases of the Award process

Judges use key factors to

• quickly acquaint themselves with the applicant

• focus on what is most important


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What Is a Key Factor? Examples • Mission, vision, and values

• Employee/staff profile

• Customer and market segments and customer requirements

• Competitive position and critical success factors

• Strategic challenges

• Governance structure

These are all key factors because they are facts or attributes that affect the way

the organization operates.

Non-

examples

• Complaint management process

• Strategic planning approach


2010Baldrige National Quality Program

“In-Sites” on Site Visit


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Your ChallengeYour challenge is to come away with a better understanding of what the site visit experience is like, including both the planning phase and the week on travel.Activity Setup1.Identify a timekeeper and interviewer for each question. 2.Using a round-robin, returning and new Examiners take turns asking the experts at their table the questions provided.


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Principles of Ethical Conduct


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Code of Ethical Conduct Key Principles

1. Protect the Integrity of the Award Process.

2. Exhibit Professional Conduct at All Times.

3. Protect the Promise of Confidentiality.

4. Protect the Program’s Intellectual Property.


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Ethical Situation #1

The product development cycle of the application I am reviewing is difficult to understand. It is only 6 months long! And the cycle time for the manufacturing process itself is supposedly 32 hours with 100% inspection. My organization takes twice as long with only random sampling! I think I should contact a friend of mine who is an expert on Lean manufacturing. She has studied some of the best organizations, and perhaps she can help me understand if this is really possible. I figure if she says that this just isn’t doable, then I may just call the Official Contact Point to get clarity and perhaps let him know my concerns. What do you think?


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Response: Ethical SituationDo NOT contact the OPC

Safeguard the confidences of all parties involved in the judging or examination of applicants.Do not disclose information that may in any way influence the Award integrity or process, currently or in the future.


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Ethical Situation #2I received a mailing from someone who claims to have been a Baldrige Examiner for five years. For only $500, we can attend his one-day seminar, “How to Win the Baldrige Award.” His brochure promises ten secrets for winning. Because his approach to winning the Baldrige Award is so successful, he says that he has been given permission to use the MBNQA logo on his publications. He guarantees that our organization will receive at least a site visit, and the brochure implies that he has terrific connections. I definitely think we should sign up, don’t you?


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Response: Ethical SituationBeware of false prophets! Don’t Sign Anything

No One has the authority to use the Baldrige Logo other than Award Recipients.There are no guaranteesInside contacts do not exist


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Your Challenge: Ethics Energizer

A first-year Examiner, Aileen, receives a list of her Examiner team members at the start of the Award cycle.A colleague in her organization, Joe, is also an Examiner and has several years of experience. She decides to talk with Joe to learn some tips for success.


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Your Challenge: Ethics EnergizerAs Aileen talks with Joe, she mentions, “I just got the list of my Examiner team members. Since you have more experience, I thought you might know some of these folks. My Team Leader is Laurie Smith. Maybe you’ve met her?”

What is the ethical issue in play? What actions should the Examiners take at this point?


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Response: Ethics EnergizerDo NOT continue the conversation.

Safeguard the confidences of all parties involved in the judging or examination of applicants.Do not disclose information that may in any way influence the Award integrity or process, currently or in the future.


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MENTORINGMENTORING COMPETENCIESCOMPETENCIES


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Mentoring UniversalsMentoring Universals

l Poor mentoring can be worse than NO mentoring l Mentoring is teachable – I will try to model a mentoring

approach in a group settingl Mentoring begins with the

NEEDS of the menteel Allow mentees to manage the mentoring processl Remember mentees can become good mentors by

transfer of skill, knowledge, and attitudes of the mentor


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Mentoring occurs over multiple, planned interactions using a variety of contact methods - such as in person, or via the telephone or the Internet

Mentoring relationships can be formal or informal are individual-focused and may employ a variety of different 'roles'

Mentoring goals are designed to improve individual productivity or achievement through building on the existing skills and knowledge of the less experienced person

Mentor/Coach’s Relationships



What have we learned?

Day 2 Wrap-Up


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Day 2 Key Outcomes and Learning

Consensus Review Process Items and Results ItemsKey Factors Key Themes: Process ItemsEnterprise of the FutureEthical EnergizersSite Visit Do’s and Don’tsMentoring Skills


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ReflectionTake a few moments to reflect on your own personal learnings and make a few notes on your next steps.

1. What have you learned regarding your strengths? And your opportunities for development?

2. How will you address your opportunities for development?


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Observe what other assessors do and begin to build your own “best practices”Generate a network of friends Be humble – if you “think” that you knoweverything then you probably don’t

Learn and GrowLearn and Grow


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Thank You For All That

You Do!

2010 tqa assessor workshop by thomas schamberger day two

Leadership & Management

Transcript of 2010 tqa assessor workshop by thomas schamberger day two