2012 EXAMINER TRAINING The Criteria for Performance Excellence

20122012EXAMINER TRAININGEXAMINER TRAINING

The Criteria for Performance Excellence

Presented byThe Granite State Quality Council

andThe Northern New England Alliance for Excellence

2

AgendaAgenda Welcome and Overview• Malcolm Baldrige: Foundation and Fundamentals• Criteria for Performance Excellence

– Core Values and Concepts– The Framework– Categories and Items: A Walkthrough– Linkages and Integration– Scoring

• What is a Baldrige Application?

• The Role of a Baldrige Examiner

• Wrap-up and Next Steps

3

Welcome & OverviewWelcome & Overview

• Welcome

• Introductions– Baldrige Experience or Knowledge– Expectations of Workshop

• Workshop Objective and Agenda

4

Introduction:Your FacilitatorIntroduction:Your Facilitator• Anne Warner: Dairy Farm to High Tech to Performance

Excellence

• National Baldrige Examiner 2003 – 2007 , 2009, 2010, 2012– Senior Examiner 2007, 2009; Alumni 2010, 2012

• Granite State Quality Council 1998 – Present– Examiner, Board Member, Executive Director

• Vermont Council for Quality: Lead Trainer

• State Examiner: CA, NH, MA

• Examiner Training: NH, MA, VT, CT

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Introduction: ParticipantsIntroduction: Participants

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Workshop ObjectiveWorkshop Objective

• Gain a better understanding of the Malcolm Baldrige Criteria for Performance Excellence in order to– Evaluate organizations– Build expertise

• To help your organization

• To enhance your career

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AgendaAgenda Welcome and Overview Malcolm Baldrige: Foundation and Fundamentals• Criteria for Performance Excellence





"The economic liberty and strong competition that are indispensable to economic progress were principles that "Mac" Baldrige stressed…"

Ronald Reagan

Malcolm Baldrige Award OrganizationMalcolm Baldrige Award OrganizationA Public – Private PartnershipA Public – Private Partnership

Department of

Commerce…..

Technology Administration

Department of

Commerce…..

Technology Administration

Board of

Overseers

Board of

Overseers

National Institute of

Standards & Technology

BNQPBoard of Examiners• Judges• Senior Examiners• Examiners

Board of Examiners• Judges• Senior Examiners• ExaminersContractor

• ASQ

Contractor• ASQ

Foundationfor the

Malcolm BaldrigeNational Quality

Award

Foundationfor the

Malcolm BaldrigeNational Quality

Award

Baldrige Award Winners

Baldrige Award Winners

Cooperating Organizations- Professional Societies- Trade Associations- State and Local Networks

Cooperating Organizations- Professional Societies- Trade Associations- State and Local Networks

Integrated SystemsIntegrated Systems

A helpful analogy...(Concept by Martin Stankard, Productivity Development Group)

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Integrated Systems are founded on Quality Integrated Systems are founded on Quality and Continuous Improvementand Continuous Improvement

The Organization as a System: System:

For sustainable success sustainable success combine::

• Culture Culture of the organization

• CompetencyCompetency inin what the organization does

• Appropriate Measurement Measurement and use ofand use of DataData

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Integrated cycles of improvement lead to Integrated cycles of improvement lead to Performance Excellence Performance Excellence

Plan(1)

Act(4)Do(2)

Check(3)

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Performance Excellence

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Agenda ReviewAgenda Review Welcome and Overview Malcolm Baldrige: Foundation and Fundamentals Criteria for Performance Excellence





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The Criteria for The Criteria for Performance ExcellencePerformance Excellence

A structured approach to addressing key customer requirements and key operational requirements…built around cycles of learning

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Criteria for Performance Criteria for Performance ExcellenceExcellence

• What are the Criteria?

• Core Values and Concepts

• Baldrige Framework

• Categories and Items

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The Criteria for The Criteria for Performance ExcellencePerformance Excellence::

Defines a comprehensive, integrated management systemDefines a comprehensive, integrated management system

• Built on Core Values and Concepts

• Consists of 7 Categories that define your operations and results

Value & Sustainability•Customers•Employees

•Stakeholders

Improvement:•Effectiveness•Capabilities

Learning•Personal•Organizational

PerformanceExcellence

• A framework that ANY organization can use to improve overall performance and grow its own level of excellence

• Uses:• Guidance• Assessment

• Tailored to Business, Health Care and Education

– Business includes for profit and not-for-profit

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What are The Criteria?What are The Criteria?

• Define performance excellence• Made up of results-oriented requirements• Non-prescriptive and adaptable• Support a systems perspective and goal

alignment

• Provide a common language and framework• Based upon a set of core values

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Core Values and ConceptsCore Values and Concepts

• Embedded beliefs and behaviors found in high performing organizations

• Foundation of a results-oriented framework

• Creates basis for action and feedback

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Core ValuesCore Values

• 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

• SocietalSocietal Responsibility (and Community Health)– Impact of products/ operationsImpact of products/ operations– Contribution to environmental, Contribution to environmental,

social, and economic systemssocial, and economic systems

• Focus on Results and Creating Value

• Systems Perspective

Page 49 – 2011/12 CriteriaPage 49 - Health CarePage 49 - Education

21Criteria – page 50

Driver

ORGANIZATIONAL PROFILE:ORGANIZATIONAL PROFILE:

ENVIRONMENT, RELATIONSHIPS & CHALLENGESENVIRONMENT, RELATIONSHIPS & CHALLENGES

Direction

(Concept by Martin Stankard, Productivity Development Group)

2STRATEGIC PLANNING

1LEADERSHIP

3CUSTOMER

FOCUS

5WORKFORCE

FOCUS

6OPERATIONS

FOCUS

7RESULTS

4MEASUREMENT, ANALYSIS, & KNOWLEDGE MANAGEMENT

Information

Baldrige: An Integrated SystemBaldrige: An Integrated System

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The Three Criteria VersionsThe Three Criteria Versions

Primary Outcomes: •Product

Core Values: •Customer-Focused Excellence•Societal Responsibility

Primary Outcomes: •Student Learning

Core Values:•Student-Centered Excellence•Societal Responsibility

Primary Outcomes: •Health Care

Core Values:•Patient-Focused Excellence•Societal Responsibility & Community Health

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Three Versions - Tailor Sector LanguageThree Versions - Tailor Sector LanguageDifferences becoming smallerDifferences becoming smaller

Business/ NonProfit Education Health Care

Customer: Product/ Service User

Customer: Student and Stakeholder

Customer: Patient and Other

WorkforceWorkforce:: Employee, Contract, Volunteer

WorkforceWorkforce: Faculty, Staff, Volunteer

WorkforceWorkforce: Staff, Contract, Volunteer

Core Competencies: Strategically Important Capabilities

Core Competencies: Student Learning

Core Competencies: Health Care Services

Product Outcomes Student Learning Outcomes Health Care Outcomes

Financial and Market Outcomes

Budgetary, Financial, and Market Outcomes

Financial and Market Outcomes

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Criteria Structure: Criteria Structure: Defines The Organization’s Operations and ResultsDefines The Organization’s Operations and Results

1Leadership

4Meas, Anal& Knowl

Mgmt

2StrategicPlanning

3Customer

Focus

5Workforce

Focus

6Operations

Focus

7Results

7 Categories

17 Items

40 Areas to Address40 Areas to Address

4.1Meas., Anal &Improvement

of Org Performance

4.2Mgmt of Info, Knowledge , &

Information Technology

4.1aPerformanceMeasurement

4.1bPerformance Analysis &

Review

4.1cPerformance Improvement

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Reading the CriteriaReading the CriteriaItem Number and Name

AreasTo

Address

Questions

Notes:

27


Core Values and Concepts The Framework Categories and Items: A Walkthrough– Linkages and Integration– Scoring




28 28

Driver



Direction 2STRATEGIC PLANNING

1LEADERSHIP

3CUSTOMER &

MARKET FOCUS

5WORKFORCE

FOCUS

6OPERATIONS

FOCUS

7RESULTS


Information

P.1 Organization Description

•Describe your organization’s operating environment

•Describe your key relationships with customers, suppliers, partners, and stakeholders

P.2 Organizational Situation

•Describe your organization’s •Competitive environment•Key strategic challenges and advantages•System for performance improvement

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Preface: Organizational ProfilePreface: Organizational ProfileP.1 Organization Description: What are your key

organizational characteristics?

a. Organizational Environment

Describe your organization’s operating environment:

(1) Product Offerings (provided to customers in the form of products programs, services, or projects)

(2) Vision and Mission: Culture, Purpose, Vision, Mission, Values, & Core Competencies

(3) Workforce Profile & Factors of Engagement

(4) Assets: Technologies, Equipment, and Facilities

(5) Regulatory Requirements

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Preface: Organizational ProfilePreface: Organizational ProfileP.1 Organization Description (continued)

b. Organizational Relationships

Describe your key relationships with customers, suppliers, partners, and stakeholders:

(1) Organizational Structure and Governance System

(2) Key Customer and Stakeholder Groups and Market Segments

(3) Suppliers, Partners, and Collaborators; their role; your requirements

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Preface: Organizational ProfilePreface: Organizational Profile

P.2 Organizational Situation: What is your organization’s strategic situation?

a. Competitive Environment

Describe your competitive environment:

(1) Competitive Position

(2) Competitiveness Changes

(3) Comparative Data: Sources for Comparative and Competitive Data

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Preface: Organizational ProfilePreface: Organizational Profile

P.2 Organizational Situation (continued)

b. Strategic Context

(1)Key Business/Operations/Human Resource/Societal Responsibility strategic challenges and advantages

c. Performance Improvement System

(1) Key elements including for evaluation, learning, and innovation

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Driver




1LEADERSHIP

5WORKFORCE

FOCUS

6OPERATIONS

FOCUS

7RESULTS


Information

Leadership Triad

3CUSTOMER

FOCUS

1.1 Senior Leadership (70 pts.)•Describe how senior leaders guide and sustain your organization.

•Describe how senior leaders communicate with your workforce and encourage high performance

1.2 Governance and Societal Responsibilities (50 pts.)

•Describe your organization’s •Governance system•approach to leadership improvement

•Describe how your organization• assures legal and ethical behavior• fulfills societal responsibilities• supports key communities

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1.1 Senior Leadership1.1 Senior LeadershipHow do Senior Leaders Lead?How do Senior Leaders Lead?

a. Vision , Values, and Mission

(1) Set and deploy Vision and Values to all stakeholders (Leadership System)

(2) Promote & demonstrate Legal and Ethical Behavior(3) Create a Sustainable Organization through:

• Organizational Performance Improvement• Accomplishment of Mission, objectives, innovation.

Leadership, agility• A workforce culture that fosters customer

engagement• Organizational & workforce learning• Enhancing personal leadership and developing new

leaders

Leadership

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1.1 Senior Leadership1.1 Senior Leadership

b. Communication and Organizational Performance

(1) Communication for high performance

• Senior leaders communicate with and engage entire workforce; take an active role in reward and recognition

(2) Create a Focus on Action to

• Accomplish objectives

• Improve performance; identify needed actions

• Attain the vision

• Create & balance value for customers and

stakeholders

Leadership

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1.2 Governance and Societal Responsibility1.2 Governance and Societal ResponsibilityHow do you govern and fulfill How do you govern and fulfill your societal responsibilities?your societal responsibilities?

a. Organizational Governance

(1) Review Governance System and achieve

• Management and fiscal accountability

• Transparency in operations

• Independence of audits

• Protection of stakeholder interests

(2) Performance Evaluation: Evaluate and improve effectiveness of

• Senior leaders and board members

• Leadership and governance systems

Leadership

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1.2 Governance and Societal Responsibility1.2 Governance and Societal Responsibility

b. Legal and Ethical Behavior

(1) Legal and Regulatory Behavior: Proactively address adverse impacts of products and operations including:

• Anticipation of public concerns• Surpassing compliance• Management of risks

(2) Promote and ensure Ethical Behavior• Enable and monitor behavior• Monitor and respond to breaches

Leadership

PerformanceMeasures

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1.2 Governance and Societal Responsibility1.2 Governance and Societal Responsibility

c. Societal Responsibility and Support of Key Communities

(1) Societal Well-Being: Benefit of environmental, social, and economic systems considered as part of strategy and operations

(2) Community Support: Identification, active support and strengthening of Key communities

• Related to core competencies

Leadership

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Key Excellence Indicators: Key Excellence Indicators: LeadershipLeadership

• Personal commitment and involvement• Effective communication of organization’s values,

direction, & performance• Role model values & behaviors• Align work with organizational values & goals• Use of personal and organizational review findings to

set focus & actions for improvement• Focus on learning at all levels of the organization• Accountability to all stakeholders• Role model and promote good citizenship

40 40

Driver




1LEADERSHIP

3CUSTOMER

FOCUS

5WORKFORCE

FOCUS

6OPERATIONS

FOCUS

7RESULTS


Information

2.1 Strategy Development (40 pts)

•Describe how your organization establishes a strategy that addresses strategic challenges and leverages advantages.

•Summarize your organization’s key strategic objectives and their related goals

2.2 Strategy Implementation (45 pts)

• Describe how your organization converts is strategic objectives into action plans

•Summarize action plans, deployment, and related measures/indicators

•Project future performance relative to key comparisons of measures/indicators

Leadership Triad

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2.1 Strategy Development2.1 Strategy DevelopmentHow do you develop your strategy?How do you develop your strategy?

a. Strategy Development Process

(1) Strategic Planning Process

• Steps, participants, timelines

• Determination of blind spots, core competencies, strategic challenges/advantages

• Identification of and addressing time horizons

(2) Strategy Considerations: Address all key elements, including data gathering and analysis

• SWOT & Potential shifts

• Sustainability & needed core competencies

• Ability to execute the plan

Strategic Planning

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2.1 Strategy Development2.1 Strategy Development

b. Strategic Objectives(1) Develop clear Key Strategic Objectives,

timetables, and goals

(2) Strategic Objective Considerations: • Address Strategic Challenges and

Advantages & opportunities for innovation• Capitalize on core competencies• Balance needs

– Short- and long-term – All stakeholders

• Adaptability to sudden shifts

Strategic Planning

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2.2 Strategy Implementation2.2 Strategy ImplementationHow do you implement your strategy?How do you implement your strategy?

a. Action Plan Development and Deployment(1) Action Plan Development and relationship to

Strategic Objectives

(2) Action Plan Implementation: DeployDeploy to appropriate stakeholders; ensure sustainable outcomes

(3) Resource Allocation: Ensure, allocate and, manage needed resourcesresources; balance new and existing obligations; manage risks

(4) Establish Workforce PlansWorkforce Plans, capability and capacity

(5) Performance MeasuresMeasures to track achievement and effectiveness

(6) Action Plan ModificationAction Plan Modification if change is required

Strategic Planning

PerformanceMeasures

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2.2 Strategy Implementation2.2 Strategy Implementation

b. Performance Projection

– Related to Identified Action Plan measures/indicators

– For short- and longer-term planning timelines

– Comparisons with competitors/benchmarks/goals

– Address potential gaps

Strategic Planning

45 45

2.1

Planning

resources results

SWOT

Competition Market Technology

Core CompetenciesStrategic Challenges & Advantages

Strategic Objectives & Goals

ActionPlan

ActionPlan

ActionPlan

ActionPlan

Short & Long Term

Resource

s

Individual Plans

MeasuresMeasuresMeasuresMeasuresMeasures

P e r f o r m a n c e P r o j e c t i o n s

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Key Excellence Indicators: Key Excellence Indicators: Strategic Planning Strategic Planning

• Balance of short- and long-term view• Incorporation of customer, supplier, market, workforce &

partner input• Systematic approach to addressing all sources of risk• Strong involvement of workforce and stakeholders• Refinement of the planning process• Measurable, outcome-oriented, realistic strategic

objectives• Alignment of strategy and actions; objectives and plans• Available, committed resources

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Driver




1LEADERSHIP

3CUSTOMER

FOCUS

5WORKFORCE

FOCUS

6OPERATIONS

FOCUS

7RESULTS


Information

3.1 Voice of the Customer (45 pts)

•Describe how your organization listens to customers and gains satisfaction and dissatisfaction information

3.2 Customer Engagement (40 pts)

•Describe how your organization determines product offerings and communications mechanisms to support customers

•Describe how your organization builds a customer relationships

Leadership Triad

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3.1 Voice of the Customer 3.1 Voice of the Customer How do you obtain and use information from your How do you obtain and use information from your

Customers?Customers?

a. Customer ListeningListening

(1) Listening to Current Customers to obtain actionable information

• How do methods vary by customer group and lifecycle

• Follow up on quality, support and transactions (touch points)

(2) Listening to Potential Customers including former and customers of competitors to obtain actionable information and feedback

Customer Focus

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3.1 Voice of the Customer 3.1 Voice of the Customer

b. Determination of Customer SatisfactionSatisfaction and EngagementEngagement

(1) Determine Customer Satisfaction and Engagement considering different groups and segments; to exceed expectations

(2) Obtain and use Satisfaction Relative to Competitors

(3) Determine actionable Dissatisfaction information relative to competitors

Customer Focus

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3.2 Customer Engagement3.2 Customer EngagementHow do you engage customers to serve their needs and How do you engage customers to serve their needs and

build relationships?build relationships?

a. Product Offerings and Customer Support

(1) Identify Identify and innovate innovate Product OfferingsProduct Offerings to to• Meet and exceed customer/market requirements and expectations• Attract new customers and expand existing relationships

(2) Determine Determine Customer SupportCustomer Support mechanisms mechanisms• to seek information, provide feedback, get support, and do business• Differentiate between customer groups• Determine customer support requirements; deploy to those who

support customers

(3) Use information for Customer Segmentation

(4) Use Customer Data to improve marketing, customer-focus & innovation

Customer Focus

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3.2 Customer Engagement3.2 Customer Engagement

b. Building Customer RelationshipsCustomer Relationships

(1) Relationship Management: market, build, and manage to• Acquire customers and build market share• Retain customers & ensure a consistently positive customer

experience• Increase customer engagement

(2) Complaint ManagementComplaint Management• Resolve promptly and effectively• Recover confidence; enhance satisfaction and engagement

Customer Focus

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Key Excellence Indicators: Key Excellence Indicators: Customer FocusCustomer Focus

• In-depth knowledge of customers by segment

• Multiple listening posts to identify customer & stakeholder

requirements

• Prioritized needs of current and potential customers

• Proactive listening to and learning from customers

• Focus on enhancing customer relationships and loyalty

• Ease of customer contact

• Effective and prompt resolution of complaints

• Measurement of both satisfaction and dissatisfaction indicators

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Driver




1LEADERSHIP

5WORKFORCE

FOCUS

6OPERATIONS

FOCUS

7RESULTS


Information

3CUSTOMER

FOCUS

4.1 Measurement, Analysis, and Improvement of Organizational Performance (45 pts)

•Describe how your organization measures, analyzes, reviews, and improves its performance

through the use of data and information at all levels and in all parts of the organization

4.2. Management of Information, Knowledge and Information Technology (45 pts)

•Describe how your organization builds and manages its knowledge assetsknowledge assets

•Describe how your organization ensures the quality and availability of data, information, software, and hardware

for your workforce, suppliers, partners, collaborators, and customers

54

4.1 Measurement, Analysis, and Improvement of 4.1 Measurement, Analysis, and Improvement of Organizational PerformanceOrganizational Performance

How do you measure, analyze, and then improve organizational How do you measure, analyze, and then improve organizational performance?performance?

a. Performance Measurement

(1) Performance Measures: Select, collect, align, and integrate data and information to

• Track daily operations and strategic performance• Identify measures, frequency, and use• Support decision making and innovation

(2) Select and use Comparative Data and information to support decision-making and innovation

(3) Voice-of-the-Customer Data to support decision making and innovation

(4) Performance Measurement System Agility to respond to rapid or unexpected changes

Measurement, Analysis, andKnowledge Management

PerformanceMeasures

55

4.1 Measurement, Analysis, and Improvement of 4.1 Measurement, Analysis, and Improvement of Organizational PerformanceOrganizational Performance

b. Performance Analysis and Review(1) Review performance and capabilities to

• Ensure valid conclusions• Look at all aspects of organizational success

(competitive, financial, etc.) • Assess ability to respond to changing needs &

environment

c. Performance Improvement: use review findings for(1)Best Practice Sharing: lessons learned across the

organization(2)Projection of Future Performance(3)Continuous Improvement and Innovation


PerformanceMeasures

56

4.2 Management of Information, Knowledge and 4.2 Management of Information, Knowledge and Information TechnologyInformation Technology

How do you manage your information, organizational knowledge, How do you manage your information, organizational knowledge, and information technology?and information technology?

a. Data, Information, and Knowledge Management(1) Properties: Ensure data, information, and knowledge is

• Accurate, reliable, timely, secure and confidential

(2) Data and Information Availability to appropriate workforce and stakeholders

(3) Knowledge Management to accomplish• Collection and transfer of workforce knowledge• Transfer knowledge to and from stakeholders• Identify, share, and implement best practices• Assemble, and transfer knowledge for innovation & strategic

planning


57

b. Management of Information Resources and Technology

(1) Hardware and Software Properties: reliable, secure, and user-friendly

(2) Emergency Availability of systems to serve customer and business needs

• Hardware and software systems• Data and information

4.2 Management of Information, Knowledge 4.2 Management of Information, Knowledge and Information Technologyand Information Technology


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How does the System Foundation connect the How does the System Foundation connect the Leadership and Results Triads??Leadership and Results Triads??

4.1 Turn Data into a Strategic Advantage

Measure the right stuff Select, collect, align, integrate Daily & long-term Compare

Use it to create a current picture and project the future Review performance and

capabilities Translate performance into

priorities for improvement

4.2 Get the right information to the right people at the right time

Availability How? To Who? Format? Emergency/contingency? Current?

Data quality Accuracy, reliability,

timeliness, security Organize & Manage for Transfer

and Sharing Employees, customers,

suppliers, partners

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Key Excellence Indicators: Measurement, Key Excellence Indicators: Measurement, Analysis, & Knowledge ManagementAnalysis, & Knowledge Management

• Use of fact-based decision making

• Collection of actionable data

• Use of multiple aligned and interlinking measures

• Wide deployment and accessibility of data and information

• Strong analysis capability

• Benchmarking of “best-in-class” processes and results

• Reliable, secure, and user-friendly systems

• Organizational knowledge captured and shared internally and externally

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Driver




1LEADERSHIP

5WORKFORCE

FOCUS

6OPERATIONS

FOCUS

7RESULTS


Information

Results Triad

3CUSTOMER

FOCUS

5.1 Workforce Environment (40 pts)

• Describe how your organization manages workforce capability and capacity to accomplish the work of the organization

•Describe how your organization maintains a safe, secure, and supportive work climate

5.2Workforce Engagement (45 pts)

•Describe how your organization does the following to achieve high performance

•engages, compensates, rewards and develops your workforce

•assesses workforce engagement and uses the results

•develops the workforce, including leaders

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5.1 Workforce Environment5.1 Workforce EnvironmentHow do you build an effective and supportive workforce How do you build an effective and supportive workforce

environment?environment?a. Workforce Capability and Capacity

(1) AssessAssess Capability and Capacity needs, skills, competencies and staffing levels

(2) New Workforce Members: RecruitRecruit, hirehire, and retainretain workforce; include diverse ideas and cultures in workforce

(3) Work Accomplishment: ManageManage and organizeorganize workforce to achieve work and• Capitalize on core competencies• Reinforce customer and business focus• Exceed performance expectations• Address strategic challenges and action plans

(4) Workforce Change Management : PreparePrepare workforce for changingfor changing capabilities and capacities• Ensure continuity• Prevent and minimize impact of workforce reductions• Prepare for and manage growth

Workforce Focus

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5.1 Workforce Environment5.1 Workforce Environment

b. Workforce Climate

(1) Workplace Environment: Ensure and improve workplace accessibility, health, safety, and security

• Consider different workplace environments

(2) Workforce Policy and Benefits: Support workforce with policies, services, and benefits tailored to diverse workgroups

Workforce Focus

Performance Measures &

Goals

63

5.2 Workforce Engagement5.2 Workforce Engagement How do you engage your workforce to achieve How do you engage your workforce to achieve

organizational and personal success?organizational and personal success?

a. Workforce Performance

(1) DetermineDetermine Elements of workforce Engagement and satisfaction

• Consider different workforce groups and segments

(2) FosterFoster an Organizational Culture characterized by open communication, high performance work and an engaged workforce

• Benefit from diverse ideas, culture and thinking

(3) SupportSupport high performance and engagement through workforce Performance Management

• Include reward, recognition, and incentive• Reinforce customer and business focus and plans

Workforce Focus

64

5.2 Workforce Engagement5.2 Workforce Engagement

b. AssessAssessment of Workforce Engagement

(1) Assessment of Engagement: Formal and informal assessment methods/measures to determine & improve workforce engagement and satisfaction

• Consider different workforce groups and segments• Include indicators such as retention, absenteeism,

safety, productivity

(2) Correlation with Business Results: relate workforce assessment findings to key business results to identify improvement opportunities in both areas

Workforce Focus

PerformanceMeasures

65

5.2 Workforce Engagement5.2 Workforce Engagement

c. Workforce and Leader DevelopDevelopment

(1) Learning and Development System: Workforce & Leader development and learning systems that address

• Core competencies, challenges, action plans; customer focus; ethical business practices

• Improvement and innovation; transfer & reinforcement of knowledge/skills

• Learning & Development needs

(2) Learning and Development Effectiveness: evaluate effectiveness & efficiency of system

(3) Management of Career Progression and succession planning

Workforce Focus

66

Key Excellence Indicators: Key Excellence Indicators: Workforce FocusWorkforce Focus

• Recognition of all people actively involved in accomplishing the work (workforce) as “internal customers”

• An understanding of workforce requirements

• Strong commitment to workforce satisfaction, motivation, well-being, and morale

• Commitment to workforce and leader development

• Links between individual and organizational learning

• Engagement and Empowerment of workforce

• Alignment between workforce and business practices

67 67

Driver




1LEADERSHIP

5WORKFORCE

FOCUS

6OPERATIONS

FOCUS

7RESULTS


Information

Results Triad

3CUSTOMER

FOCUS

6.1 Work Systems (45 pts)

•Describe how your organization designs, manages, and improves its work systems to

deliver customer valueprepare for potential emergenciesachieve organizational success and sustainability

6.2 Work Processes (40 pts)

•Describe how your organization designs, manages, and improves its key work processes to

deliver customer value achieve organizational success and sustainability

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6.1 Work Systems6.1 Work SystemsHow do you design, manage, and improve your work How do you design, manage, and improve your work

systems?systems?a. Work System Design

(1) Design Concepts: Design and innovation of work systemswork systems (how work is accomplished)

• Capitalize on core competencies • Determination of key internal work processes and externally resourced

processes(2) Determine Work System Requirements incorporating input from key stakeholders

b. Work System Management

(1) Work System Implementation: manage and improve to deliver• Customer value, fiscal & organizational success, sustainability

(2) Cost Control: control work system costs including• Prevention of defects, service errors, rework, customer impact• Minimize cost of inspections, tests, audits

Operations Focus

Requirements

Work Systems

69 69

Work Systems ExampleWork Systems Example

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6.1 Work Systems6.1 Work Systemsc. Emergency Readiness

(1) Ensure work system and workplace preparedness for disasters or emergencies

• Consider prevention, management, continuity of operations and recovery

Operations Focus

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6.2 Work Processes6.2 Work ProcessesHow do you design, manage, and improve your How do you design, manage, and improve your

key work processes?key work processes?

a. Work Process Design(1) Design Concepts: DesignDesign and innovationinnovation of work processes to

meet key requirements incorporating• Organizational knowledge, product excellence, technology,

agility, efficiency, and effectiveness• Factors of efficiency & effectiveness, cycle time, productivity,

cost control

(2) Determine Work Process Requirements

Operations Focus

Key work processes & requirements

72

6.2 Work Processes6.2 Work Processes

b. Work Process Management(1) Key Work Process ImplementImplementationation:

• Related to work systems• Align day to day operation with process requirements• Incorporate appropriate stakeholder input• Determine and use measures for control and improvement

(2) Supply Chain Management: ensure suppliers are qualified and enhance performance

• Supplier Evaluation• Dealing with poor performing suppliers

(3) Process ImproveImprovement to achieve better performance, reduce variability and improve products.

Performance & In-ProcessMeasures

Operations Focus

73

Key Excellence Indicators: Key Excellence Indicators: Operations FocusOperations Focus

• Well-defined product/service, business, and support processes

• Focus on processes that create value for all key stakeholders

• Quality designed into services and processes

• Focus on continuous improvement, cycle time reduction, and productivity

• Strong integration of prevention, correction, and improvement into daily operations

• Partnering with suppliers and stakeholders

74

Category 7 Results Category 7 Results Measure Outcomes of Processes in Categories 1-6Measure Outcomes of Processes in Categories 1-6

If processes are important to the organization, there should be corresponding results

•Product•Process•Leadership•Customer-Focused•Workforce•Financial and Market

} Results(linkages)

75 75

Driver




1LEADERSHIP

3CUSTOMER &

MARKET FOCUS

5WORKFORCE

FOCUS

6OPERATIONS

FOCUS

7RESULTS


Information

•The processes defined in the other Categories produce the Results

•Results reflect the organization’s actual performance

•Results serve as the basis for leaders to monitor progress against goals and make adjustments to increase performance

•Value-added Results Include•Levels•Trends•Comparisons•Linkages•Segmentation

Results Triad

76 76

Driver




1LEADERSHIP

3CUSTOMER &

MARKET FOCUS

5WORKFORCE

FOCUS

6PROCESSMGMT.

7RESULTS


Information

Category 7: Results

450 Points

7.1 Product and Process Outcomes (120 pts.)

7.2 Customer-Focused Outcomes (90 pts.)

7.3 Workforce Outcomes (80 pts.)

7.4 Leadership and Governance Outcomes (80 pts.)

7.5 (Budgetary) Financial and Market Outcomes (80 pts.)

Results Triad

77 77

Driver




1LEADERSHIP

3CUSTOMER

FOCUS

5WORKFORCE

FOCUS

6OPERATIONS

FOCUS

7RESULTS


Information

7.1 Product and Process Outcomes (120 pts)

•SummarizeSummarize key product performance and process results

•Segment Segment by product offerings, customer groups, and market; and by process type and location as appropriate

•Include appropriate comparative datacomparative data

7.2 Customer-Focused Outcomes (90 pts)

•SummarizeSummarize key customer satisfaction, dissatisfaction, and engagement results

•SegmentSegment by product offerings, customer groups, and market segments as appropriate


Results Triad

78 78

Driver




1LEADERSHIP

3CUSTOMER

FOCUS

5WORKFORCE

FOCUS

6OPERATIONS

FOCUS

7RESULTS


Information

7.3 Workforce-Focused Outcomes (80 pts)

•SummarizeSummarize key results for workforce engagement and environment

•SegmentSegment results to address the diversity of your workforce, key workforce groups and segments as appropriate


7.4 Leaderships and Governance Outcomes (80 pts)

•SummarizeSummarize key governance and senior leadership and Governance results including

•Ethical behavior•Fiscal accountability•Legal compliance•Societal responsibility and support of key communities

•SegmentSegment by organizational units as appropriate


Results Triad

79 79

Driver




1LEADERSHIP

3CUSTOMER

FOCUS

5WORKFORCE

FOCUS

6OPERATIONS

FOCUS

7RESULTS


Information

7.5 Financial and Market Outcomes (80 pts)

•SummarizeSummarize key financial and marketplace performance results

•SegmentSegment by customer and market groups as appropriate


80

Linking Processes to ResultsLinking Processes to Results

Process Item Results Item

1.1 Senior Leadership

1.2 Governance and Societal Responsibilities

7.4 Leadership /Governance Outcomes

2.1 Strategy Development

2.2 Strategy Implementation

7.5 Financial/Market Outcomes

7.1 Product/Process – Strategy Implementation

Others based on Strategic Objectives

3.1 Voice of the Customer

3.2 Customer Engagement

7.2 Customer- Focused Outcomes

4.1 Measurement, Analysis, and Improvement of Organizational Performance

4.2 Management of Information, IT, and Knowledge

Drives Process for All Results

5.1 Workforce Environment

5.2 Workforce Engagement

7.3 Workforce-Focused Outcomes

6.1 Work Systems

6.2 Work Processes

7.1 Product/Process Outcomes

Driver



Direction

(Concept by Martin Stankard, Productivity Development Group)

2STRATEGIC PLANNING

1LEADERSHIP

3CUSTOMER

FOCUS

5WORKFORCE

FOCUS

6OPERATIONS

FOCUS

7RESULTS


Information

The Baldrige FrameworkThe Baldrige Framework

The Baldrige Framework –The Baldrige Framework –A Systems PerspectiveA Systems Perspective

4

Measurement, Analysis, and Knowledge Management

5

Workforce

Focus

3

Customer Focus

7

Business Results

7

Business Results

2

Strategic Planning

1

Leadership

6

Operations

Focus

Organizational Profile:Environment, Relationships, and

ChallengesPage ivin yourCriteriaBooks

83


Core Values and Concepts The Framework Categories and Items: A Walkthrough Linkages and Integration– Scoring




84

LinkagesLinkages

• The Criteria helps you identify how high-performing organizations align every part of the framework with every other part of the framework

85

Linkages: The Added Value of Linkages: The Added Value of BaldrigeBaldrige

• IntegratedIntegrated implies Linkages

• No category or item stands by itself

• Criteria questions point out key linkages

• Exposes strengths and “missing links” or gaps

• All based on that Organization’s Profile

86 86

The Criteria Drive Focus and AlignmentThe Criteria Drive Focus and AlignmentCoral Springs ExampleCoral Springs Example

Organization Profile(What is Important?)

Process(How is it done?)

As a result of thepending tax reform legislation, the City is updating the five yearforecast and is analyzing its impact on workforce needs.

Strategy Deployment: Available Resources (2.2a)

Workforce Focus: Capability/ Capacity (5.1a)

Operating Millage Rate

Residents Value Rating (Taxes vs. Services )

Results(How well are you doing?)

What are your Key Strategic

Challenges (P2b)?

State Tax Reform Legislation limiting property tax revenue

What are your current levels and trends in key measures of Customer, Financial & Workforce?

Coral SpringsResponse

Coral Springs Response

Employee Turnover & Satisfaction

The Right Framework

The Right Questions

The Right Response

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Linkage: Linkage: Organizational Profile -> Processes -> ResultsOrganizational Profile -> Processes -> Results

What are your Key Strategic Challenges

(P2b)?

Organization Profile

How does development and learning system address strategic challenges (5.1)?

Process

Full-time teacher with NBPTS certification coordinates induction/mentoring program corresponding to state’s 4-year probationary period (p22)

Response

Satisfaction with New Employee Orientation Program (fig 7.4-6)

Certified Staff Turnover (fig 7.4-1)

Results

Attracting and Retaining high-performance staff (page v)

7.4 What are your current levels and trends in key measures of faculty and staff well-being and satisfaction?

Response

Attrition percentage for first year teachers (fig. 7.4-7)

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Example: Key Process LinkagesExample: Key Process Linkages• Senior Leadership 1.1a(1): Deploying vision and values to all

workforce, key suppliers and partners, and customers• If truly deployed you will see evidence in many places

– Governance and Societal Responsibility 1.2: Governance, ethical behavior and community support that supports vision and values

– Strategic Planning 2.1 & 2.2: Developing and deploying a strategy aligned with vision and values

– Customer Engagement 3.2: Identifying, listening to, and learning from customers

– Workforce Engagement 5.2: Fostering and managing a high performance culture

– Workforce Environment 5.1: Hiring people that fit the culture – Work System 6.1: Defining Core Competencies and Work Processes

for success and sustainability

89

Key Sections of the Criteria bookletKey Sections of the Criteria booklet

Criteria for Performance ExcellencePages 4 - 26

• Category and Item Descriptions– Pages 34 – 48

Core Values & ConceptsPages 49 - 54

• Glossary of KEY TERMS– Pages 56 - 64

Scoring SystemPages 66 - 69

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The Performance Excellence JourneyThe Performance Excellence Journey

Beginning On the Road Mature

Anecdotal evidence, beginning of systematic approaches

Clear evidence of effective, systematic approaches fully responsive to current and changing business needs

Little or no deployment Approaches consistently deployed to all relevant work units

Reaction to problems; early stages of an improvement system

Fact-based, systematic evaluation and improvement process; strong refinement and innovation

Little or no alignment of key processes and work units

Approaches, processes, and work units fully aligned and integrated with organizational needs

Maturity of Processes

91 91

Scoring Reflects Process MaturityScoring Reflects Process Maturity

• 1000 point scale

• Perfection does not exist

• 550 points for Process– Approach, Deployment, Learning & Integration

• 450 points for Results– Importance, Levels, Trends, & Comparisons

Scoring Guidelines on Page 68 & 69 in Business/Nonprofit Criteria

I am careful not to confuse excellence with perfection. Excellence, I can reach for; perfection is God's business.

Michael J. Fox

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Page 3 - Criteria

Criteria for Performance Excellence — Criteria for Performance Excellence — Point Values 2011-2012Point Values 2011-2012Categories and Items Categories and Items Point Values Point Values1 Leadership1 Leadership 120120

1.1 Senior Leadership1.1 Senior Leadership 70701.2 Governance and Societal Responsibilities1.2 Governance and Societal Responsibilities 5050

2 Strategic Planning2 Strategic Planning 85852.12.1 Strategy DevelopmentStrategy Development 40402.22.2 Strategy Strategy ImplementationImplementation 4545

3 Customer Focus3 Customer Focus 85853.13.1 Voice of the CustomerVoice of the Customer 45453.23.2 Customer EngagementCustomer Engagement 4040

4 Measurement, Analysis, and Knowledge Management4 Measurement, Analysis, and Knowledge Management 90904.14.1 Measurement, Analysis, and Improvement of Measurement, Analysis, and Improvement of

Organizational Performance Organizational Performance 45454.24.2 Management of Information, Knowledge, and Management of Information, Knowledge, and

Information Technology Information Technology 45455 Workforce Focus5 Workforce Focus 8585

5.15.1 Workforce EnvironmentWorkforce Environment 40405.25.2 Workforce EngagementWorkforce Engagement 4545

6 6 Operations FocusOperations Focus 85856.16.1 Work SystemsWork Systems 45456.26.2 Work ProcessesWork Processes 4040

7 Results7 Results 4504507.1 7.1 Product and Process OutcomesProduct and Process Outcomes 1201207.2 Customer-Focused Outcomes7.2 Customer-Focused Outcomes 90907.3 7.3 Workforce-Focused OutcomesWorkforce-Focused Outcomes 80807.4 7.4 Leadership and Governance OutcomesLeadership and Governance Outcomes 80807.5 7.5 Financial and Market Outcomes Financial and Market Outcomes 8080

TOTAL POINTSTOTAL POINTS 1,0001,000

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Scoring: Scoring: Reflects Organization’s Maturity in the JourneyReflects Organization’s Maturity in the Journey

1. Level of Response to Item Requirements

2. Two dimensions of scoring

– For Process Items (Categories 1-6)

• Approach

• Deployment

• Learning

• Integration

– For Results Items (Category 7)

• Levels

• Trends

• Comparisons

• Integration

94

Reading the CriteriaReading the CriteriaItem Number and Name

AreasTo

Address

Questions

Notes:

95

Scoring: Level of ResponseScoring: Level of ResponseBasic Requirements

MultipleRequirements

Multiple Requirements

Notes:

Overall Requirements

96

A-D-L-I: A-D-L-I: The PDSA of High Performing OrganizationsThe PDSA of High Performing Organizations

Approach

Are the methods to accomplish processes:- Appropriate? - Effective?- Systematic (repeatable, fact-based)?

DeploymentThe extent to which an approach is applied including:• Breadth• Depth • Consistency

Learning

Knowledge or skills acquired through cycles of evaluation, study, experience, and innovation. Effective learning leads to:

• Refinement• Breakthrough • Sharing

Integration

Extent of alignment (harmonization)• Alignment of approaches with needs• Complementary measures and systems across processes and work units• Harmonization of plans, processes, actions, and results in support

of organization-wide goals

97

Levels The current level of Performance

Trends• Rate of performance improvements; sustainability of good performance •Breadth (i.e., the extent of deployment) of performance results

Comparisons

Relative Performance•To appropriate comparisons (competitors or similar organizations) •To benchmarks or industry leaders

Integration

The Extent to which results•Address important performance requirements identified in the Organizational Profile and Process Items (including segmentation)•Include valid indicators of future performance•Are harmonized across processes and work units to support organization-wide goals

Le-T-C-ILe-T-C-I

Four Holistic Factors Used in Scoring ResultsFour Holistic Factors Used in Scoring Results

98


Core Values and Concepts The Framework Categories and Items: A Walkthrough Linkages and Integration Scoring

What is a Baldrige Application? The Role of a Baldrige Examiner


99

What is a Baldrige Application?What is a Baldrige Application?

• A narrative response to the questions of the Criteria– Eligibility forms– Glossary of Terms– Organizational Profile (5 pages)– Categories 1-7 (50 pages)

100

The Role of a Baldrige ExaminerThe Role of a Baldrige Examiner

• Provide objective feedback on Strengths and Opportunities for Improvement (OFIs)– First pass is based solely on the Application– A Site Visit may follow to verify and clarify

feedback from Application

101

The Role of a Baldrige ExaminerThe Role of a Baldrige ExaminerAuditors

• Black and White• Look for non-Compliance• Focus on process/services

Examiners

• Subjective: feedback based on Applicant needs and goals

• Beyond Compliance to Excellence• Help Applicant see themselves

from an external perspective• Non-prescriptive, non-judgmental• Focus on linkages

102

The Role of a Baldrige Examiner:The Role of a Baldrige Examiner: Ethics & Code of Conduct Ethics & Code of Conduct

THREE ABSOLUTE ESSENTIALS TO THE CREDIBILITY AND PRESTIGE OF THE AWARD:

– Avoid conflicts of interest

– Maintain confidentiality

– Uphold Code of Ethical Standards and Rules of Conduct

103

The Role of a Baldrige Examiner: The Role of a Baldrige Examiner: DeliverablesDeliverables

• Develop Key Factors– Understand what is important to the Applicant’s

success

• Provide Strengths and OFIs for each Item– Based on importance to Applicant and Criteria

Requirements

• Develop Key Themes– Significant and/or cross-cutting Strengths/OFIs

FeedbackReport

104


Core Values and Concepts The Framework Categories and Items: A Walkthrough Linkages and Integration Scoring

What is a Baldrige Application? The Role of a Baldrige Examiner Wrap-up and Next Steps

105

Wrap-up and Next StepsWrap-up and Next Steps

• Training Part 2: Introduction to Analyzing a Baldrige Application– 12:30-4:00 pm

• Practice and Pre-work• Training Part 3: Review and Scorebook Tool

– Webinar – Week of October 22nd • Preparation work for Part 4• Training Part 4: Examiner Training – putting it

all together– Thursday, November 15th , White River Junction

106

Final Questions Final Questions &&

Feedback?Feedback?

2012 EXAMINER TRAINING The Criteria for Performance Excellence

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