Excellence in Missouri Keynote - Malcolm Baldrige 2012 Social Media Criteria
Baldrige Criteria Presentation
Transcript of Baldrige Criteria Presentation
Beth Katzenberg, EdM, MBA, CPHQCAH Summer QI Workshops 2009
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Established 1987• Public Law 100-107
Aim• Enhance competitiveness & performance of U.S. organizations• Identify & recognize role-model organizations• Establish criteria for evaluating improvement efforts•Disseminate & share best practices
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Manufacturing (1988)Service (1988)Small business (manufacturing or service) (1988)
Education (for-profit & nonprofit) (1999)Health care (for-profit & nonprofit) (1999)Nonprofit, including charities & government agencies (2007)
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Poudre Valley Health System—2008 Mercy Health System—2007 City of Coral Springs—2007 North Mississippi Medical Center—2006 Park Place Lexus—2005 Kenneth W. Monfort College of Business—2004 SSM Health Care—2002 Operations Mgmt Intl—2000 Los Alamos National Bank—2000 The Ritz-Carlton Hotel—1992, 1999 Mesa Products—2006 (75 emp) Stoner, Inc—2003 (48 emp)
Note: 4 organizations have received award twice
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De facto definition of performance excellence
Validated organizational performance assessment tool
Framework for performance management system
Built on 11 core values and concepts Non-prescriptive and adaptable Systems perspective Focus on key results
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Baldrige National Quality Program 2009
Health Care Criteria for Performance Excellence
BaldrigeNational Quality
Program
Baldrige National Quality Program 2009
Seven Categories of the Health Care Criteria
Leadership Strategic Planning Customer Focus Measurement, Analysis, and Knowledge
Management Workforce Focus Process Management Results
Baldrige National Quality Program 2009
(p. 52)
Baldrige National Quality Program 2009
11 Core Values and Concepts
Visionary Leadership
Patient-Focused Excellence
Organizational and Personal Learning
Baldrige National Quality Program 2009
Core Values and Concepts, cont.
Valuing Workforce Members and Partners
Agility
Focus on the Future
Managing for Innovation
Baldrige National Quality Program 2009
Core Values and Concepts, cont.
Management by Fact
Societal Responsibility and Community Health
Focus on Results and Creating Value
Systems Perspective
Baldrige National Quality Program 2009
Baldrige Health Care Criteria Framework: A Systems Perspective
Baldrige National Quality Program 2009
Item Format(Page 30)
Baldrige National Quality Program 2009
Steps Toward Mature Processes
(p. 68)
Baldrige National Quality Program 2009Baldrige National Quality Program 2009
(p. 73)
Baldrige National Quality Program 2009
Organizational Profile
P.1 Organizational DescriptionP.2 Organizational Situation
Starting point for self-assessment and application preparation
Basis for early action planning
Baldrige National Quality Program 2009
Category Point Values1 Leadership 1202 Strategic Planning 853 Customer Focus 854 Measurement, Analysis, and
Knowledge Management 905 Workforce Focus 856 Process Management 857 Results 450
TOTAL POINTS 1,000
Baldrige National Quality Program 2009
Addresses Senior Leaders’ Actions, Governance, and Societal Responsibilities
1.1 Senior Leadership (70 pts.)
1.2 Governance and Societal Responsibilities (50 pts.)
1. Leadership (120 pts.)
Baldrige National Quality Program 2009
Addresses Strategic and Action Planning and Deployment of Plans
2.1 Strategy Development (40 pts.)
2.2 Strategy Deployment (45 pts.)
2. Strategic Planning (85 pts.)
Baldrige National Quality Program 2009
Addresses How an Organization Engages Its Customers and Listens to the Voice of the Customer
3.1 Customer Engagement (40 pts.)
3.2 Voice of the Customer (45 pts.)
3. Customer Focus (85 pts.)
Baldrige National Quality Program 2009
Addresses Analysis, Review, and Improvement of Organizational Performance and Management of Data, Knowledge, and Information Resources
4.1 Measurement, Analysis, and Improvement of Organizational Performance (45 pts.)
4.2 Management of Information, Knowledge, and Information Technology (45 pts.)
4. Measurement, Analysis, and Knowledge Management (90 pts.)
Baldrige National Quality Program 2009
Addresses How an Organization Engages, Develops, and Manages Its Workforce and Buildsan Effective Workforce Environment
5.1 Workforce Engagement (45 pts.)
5.2 Workforce Environment (40 pts.)
5. Workforce Focus (85 pts.)
Baldrige National Quality Program 2009
Addresses How an Organization Designs Its Work Systems; Prepares for Emergencies; and Designs, Manages, and Improves Its Work Processes
6.1 Work Systems (35 pts.)
6.2 Work Processes (50 pts.)
6. Process Management (85 pts.)
Baldrige National Quality Program 2009
Addresses an Organization’s Performance and Improvement in Key Areas and Includes Current Performance Levels, Trends, and Comparative Data
7.1 Health Care Outcomes (100 pts.) 7.2 Customer-Focused Outcomes (70 pts.)7.3 Financial and Market Outcomes (70 pts.)7.4 Workforce-Focused Outcomes (70 pts.)7.5 Process Effectiveness Outcomes (70 pts.)7.6 Leadership Outcomes (70 pts.)
7. Results (450 pts.)
Baldrige National Quality Program 2009
2007 Award Recipients It is my hope that more health care organizations will embark on
the Baldrige journey of excellence. We will use this opportunity to reach out to others in the health care industry and
share our knowledge.
—Javon R. Bea, President and CEO of 2007 Award recipient Mercy Health System
Clearly the Criteria, discipline, and focus that underlie the Baldrige process have been key contributors to our daily improvements.
The feedback we received from our state and national site visits has been instrumental in providing
a clear road map for the journey.
—Michael Murphy, CEO of 2007 Award recipient Sharp HealthCare
Baldrige National Quality Program 2009
Resources for More Information
Most Baldrige National Quality Program (BNQP) documents are available both in printed form and on the BNQP Web site.
To obtain these documents, call (301) 975-2036, e-mail [email protected], orvisit www.nist.gov/baldrige.
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~76 programs• European Quality Award•Canadian Award for Excellence• Japan Quality Award
68% use Baldrige-based criteria
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Baldrige National Quality Program 2009
States with State or Local Award Programs
Note: Five states have more than one quality award program.
Colorado’s performance excellence program
Incorporated 2000Uses Baldrige criteriaCFMC is a founding sponsor
www.coloradoexcellence.org
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www.coloradoexcellence.com
Self-assessment: Benefits
Address a customer-/competitor- or budget-driven need to change
Keep pace with changes in industry Maintain a leadership position Enhance organizational learning Align actions with organization’s values
Create a sustainable organization Improve performance
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Self-assessment tools & methods
Exercise:
Are We Making Progress?
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Purpose:Describe what is relevant and important
Ensure common understandingGuide selection of information/data
Identify gaps/lack of deployment
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Exercise:
Creating an Organizational Profile&
Using the Criteria
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Describe the following about your organization.
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Describe the approach and deployment for the questions below. Identify the corresponding parts of the org profile.
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Describe the approach and deployment for the questions below. Identify the corresponding parts of the org profile.
To improve performance and achieve world-class results
To seek “the most cost-effective, value-added business audit available”
Bob Barnett, Motorola, Inc. To objectively clarify your organization’s strengths and weaknesses
To develop an integrated management approach
To align efforts and resources48
Start with the organization profileUse the criteria to develop foundationNo requirement to apply for an awardSenior leaders must learn and lead to achieve and sustain performance excellence
Check out resources on Baldrige web site
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Jim CollinsAuthor, Good to Great: Why Some Companies
Make the Leap…and Others Don’t50
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Strategic & operational objectives &
goals
Baldrige Criteria for Performance Excellence
Jerry Rose, Former PresidentSunny Fresh Foods, Inc.
Baldrige Award Recipient, 1999 and 200553
Questions? Comments? Thoughts? Ideas?
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