Business Express Survey Process

National Council for Performance Excellence

In partnership with the Michigan Quality Council248-370-4552 phone

[email protected] B Pawley Hall

Rochester, MI 48309-4401

20042004BaldrigeBaldrigeExpressExpress

Survey ProcessSurvey Process

Introduction


The Baldrige Criteria help organizations identify strengths and key areas for improvement.

The Baldrige approach has been used for approximately 16 years by tens of thousands of organizations to stay abreast of competition and to increase effectiveness.

55 countries throughout the world have adopted the Baldrige framework to enhance competitiveness.


5 Reasons to Choose Baldrige

The Baldrige Criteria:

Provide a framework for improvement without being prescriptive.

Are inclusive. The Criteria describe an integrated management framework that addresses all the factors that define the organization, its operations, and its results.

Focus on common requirements, rather than procedures, tools, or techniques.

Are adaptable. They can be used by large and small businesses, and organizations with one site or worldwide locations.

Are at the leading edge of validated management practices.


Baldrige Award Winners Outperformed the S&P 500

The U.S. Department of Commerce studies the performance of publicly held Baldrige Award winning companies.

Every year since 1991 they outperformed the Standard and Poor’s index (S&P).

Baldrige winners outperformed the S&P 500 by 4.8 to 1.

1,101% increase in stockperformance was demonstrated,compared to 228% from the S&Pindex companies for thesame period.


Choosing Baldrige

Your business is facing increasing marketplace challenges everyday.

Assess your readiness to respond to those challenges by using the Baldrige Criteria

In the most competitive business sectors, companies with world-class business results are able to achieve a score about 700 (70%) on the Baldrige scale.

Organizations early in their performance improvement journey frequently score around 200 points.

Where would your business score?


Getting Started

The National Council for Performance Excellence administers an organizational assessment survey utilizing the Baldrige Criteria for Performance Excellence

The survey measures performance on a wide range of key organization performance indicators

The survey helps to evaluate key processes, systems and results

The survey will help identify organizational strengths, deployment gaps, and pinpoint vital opportunities for improvement


Baldrige Express eSurvey

The organizational assessment survey guides you through the 7 categories, addressing each item of the Malcolm Baldrige Criteria for Performance Excellence

The survey consists of 58 questions and takes approximately 2 hours to complete online

The assessment tool uses a maturity scale to determine the performance level

The Survey tool and Performance Indicator Feedback Report are effective and efficient aides to organizational assessment


Benefits of the eSurvey Approach

Online, web-based, easily accessed from any PC

Accessible 24/7

Cost effective compared to alternative approaches

Technical support provided

Engage employees at all levels

Easy to use maturity scale to determine performance level

Receive internal and external feedback

Obtain high performance diagnostics from the feedback

3-day turnaround of Performance Indicator Feedback Report upon completion of survey


The Performance IndicatorFeedback Report

When all survey data has been collected, an automated Performance Indicator Feedback Report will be generated and sent to you in three business days.

The Performance Indicator Feedback Report consists of: Demographic Charts Overall Scores Category-Level Scores Item-Level Scores Gap Analysis Charts Individual Question Scores Pareto Charts for each Category Priority Improvement Data Charts Approach and Deployment Comments Priority Improvement Comments


The PresentationThe Presentation The following slides guide you through the

eSurvey process

Included with the following eSurvey snapshots are sample reports to show how the data collected is later represented in the Performance Indicator Feedback Report.


Type in your User ID which you received through email (usually your email address) and unique password. Click ‘Login to the Survey’.


Position Location Function Years of Service

Executive/SeniorManager

Individual Contributor

Supervisor

East

Headquarters

West

Manufacturing

R&D/ Knowledge Mgmt/Info Tech

Sales/ Marketing/Customer Support

Support Services

0 yrs. < 1 yr.

1 yrs. < 3 yrs.

3 yrs. < 5 yrs.

5 yrs. < 10 yrs.

10+ yrs.

The Demographic Profile provides valuable comparative attributes within the organization.

Survey participants choose appropriate selections from the Demographic Profile to indicate their position within the organization.

Comparative charts and data are presented in the Performance Indicator Feedback Report according to the selections of the participants.

Customized Demographic ProfileThis is a sample of the table used to customize the Demographic Profile for your organization.


Baldrige Express eSurveyDemographic Selection (Sample Participant’s View)

Each different demographic attribute will appear on separate pages. Participants select the demographic value that describes their position within the organization.

Organization Demographics

Vermont Council for Quality

The Demographic Section is designed to provide the organization with an overall response rate relative to the total number of respondents and their percentage weight for each demographic attribute they have chosen.

This chart reflects sample demographic data collected from the eSurvey and reported in the Performance Indicator Feedback Report.

Attribute/Value NumberResponded

Response as% of Total

Position

Executive/ Senior Manager 7 28.0

Individual Contributor 10 40.0

Supervisor 8 32.0

Total 25 100%


eSurvey Status Page (Sample Participant’s View)

Once you have completed the Demographic Profile, click on the Leadership Category to begin the survey.


Category 1, Question 1A of the Survey

Click the radio button that best describes the level of development in your organization. Mouse over the levels to view the descriptors of each level.


Overall Score by Question and Current-State Descriptors

The Overall Score by Question and Current-State Descriptors show the overall percentage of points for a theme within each category. Refer to the Scoring Guidelines in Appendix B to see the approach/ deployment percentage scoring. The ‘Current’ text describes the maturity level of where the organization is now. The Role Model text describes where the organization could strive to be.

% Row Description

% 1A Communicating Values and Performance Expectations [Baldrige ref: 1.1a(1)]

56 Current Mature - Often done well by many. Effectiveness is sometimes checked.

Role Model Nearly always done well. Effectiveness is regularly checked and improvements are constant.

% 1B Leadership Commitment to Providing Maximum Value for Customers [Baldrige ref: 1.1a(1)]

56 Current Mature - Often done well by many. Effectiveness is sometimes checked.

Role Model Nearly always done well. Effectiveness is regularly checked and improvements are constant.g improvements.

% 1C Empowering Employees and Establishing a Climate for Innovation, Learning, Organizational Agility, and EthicalBehavior [Baldrige ref: 1.1a(2)]

38 Current Basically Effective - Occasionally done well by some.

Role Model Nearly always done well. Effectiveness is regularly checked and improvements are constant.

View Appendix B


After each category, the eSurvey asks participants to identify two areas they believe needs the most improvement. This data is reported as a Pareto chart and Priority Improvement Data Chart in the Feedback Report.

Priority Improvement Selections(Sample Participant’s View)


Pareto Charts Staff members in your organization will be asked to select one or

more areas in each of the seven categories, which they feel, is in most need of improvement. The concept of a Pareto chart is to show that the areas in need of improvement are usually a vital few, allowing leaders to concentrate their focus on specific improvement efforts.

We will supply you with a Pareto chart for each of the seven categories, which reference each of the seven sections of the Organization Assessment Survey.

Each chart will display the letters that correspond to the themes for each of the seven categories along the x-axis. Along the y-axis both Count and Percentages are charted. The count of staff votes (Hits) for each area they believe is most in need of improvement is represented as bars on the graph. The chart is arranged with the largest hit count on the left of the graph, indicating the area selected by staff which they feel is most in need of improvement. The line charted above the bars represents the cumulative percentages of each bar, from left to right.


Category 1 - LeadershipAreas Most Needing Improvement - Pareto Chart

The letters F, C, and G represent an opportunity to solve 80% of key issues in 30% of the areas (3 of 10) for the category (Leadership). In this example, the letters H, I, and J, did not receive any votes since these areas were not selected by staff as areas most in need of improvement.

Letter Key for Category 1 - Leadership - Areas Most Needing Improvement

A Communicating Values and Performance Expectations [Baldrige ref:1.1a(1)]

F Setting Priorities and Making Improvements Based on ProgressReviews [Baldrige ref: 1.1c(3)]

B Leadership Commitment to Providing Maximum Value for Customers[Baldrige ref: 1.1a(1)]

G Improving Leadership Effectiveness Throughout the Organization[Baldrige ref: 1.1c(4)]

C Empowering Employees and Establishing a Climate for Innovation,Learning, Organizational Agility, and Ethical Behavior [Baldrige ref: 1.1a(2)]

H Following Laws and Regulations and Reducing Public Risks andConcerns [Baldrige ref: 1.2a(1&2)]

D Ensuring Management Accountability for the Protection of StakeholderInterests through Effective Governance [Baldrige ref: 1.1b]

I Ensuring Ethical Behavior [Baldrige ref: 1.2b]

E Assessing Organizational Performance and Progress Relative to Goals[Baldrige ref: 1.1c(1)]

J Providing Community Support [Baldrige ref: 1.2c]

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Priority Improvement Counts and Percentages

This chart shows priority improvement selections according to the various Demographic attributes and values. Look at “C” and “G” and you will see that Individual Contributors identified the need to improve these areas by a greater margin than did the Executives/Senior Managers and Supervisors. This tends to indicate a deployment gap and suggests that Executives/Senior Managers and Supervisors are not perceived as effective as they believe themselves to be.

Category 1 - Leadership - Priority Improvement Counts and Percentages - Position

Count Percentage

F C G B E A D H I J Total F C G B E A D H I J

Executive/ Senior Manager 6 1 2 1 2 1 1 0 0 0 14 43 7 14 7 14 7 7 0 0 0

Individual Contributor 4 9 7 0 0 0 0 0 0 0 20 20 45 35 0 0 0 0 0 0 0

Supervisor 8 1 2 3 2 0 0 0 0 0 16 50 6 13 19 13 0 0 0 0 0

Total 18 11 11 4 4 1 1 0 0 0 50 36 22 22 8 8 2 2 0 0 0


Priority Improvement Comments(Sample Participant’s View)

Approach and Deployment comments are requested for each Category priority improvement selection.

Participants offer suggestions for improvement on the process.

Participants offer approach/deployment comments and suggestions for improvement on their first selection.


Priority Improvement Comments(Sample Participant’s View)

Participants offer approach/deployment comments and suggestions for improvement on their second selection.


Leadership Row-Level Comments by Position

Comments are provided by the respondents and can be prepared and used by examiners and organization leaders for improvement planning. The comments are sorted by each category and theme statement. Comments are reported out by one attribute, in this case, “Position”. They are then sorted by each value such as “Executive/Senior Manager”, “Individual Contributor”, and “Supervisor”.

1A Communicating Values and Performance Expectations [Baldrige ref: 1.1a(1)]

Position/Executive/ Senior ManagerApproach & Deployment: We do a great job communication to all. Through e-mails, town hall meetings, Intranet. Scorecards for the whole organization, sectors and local offices in place. Rules of Operation being implemented and communicated very efficiently.

Approach & Deployment: We use many techniques to communicate including all hands meetings each quarter, weekly notes from the exec office, email, voice mail. Staff randomly check with employees to be sure key points were understood.

Approach & Deployment: Frequent and regular customer satisfaction surveys. Follow up activities with customers and internally.

Position/Individual ContributorApproach & Deployment: The scorecard is resented and the financial result and forecast are sometimes known. Action Steps to Improve: Get more input from contributors for the scorecard. Make the results known.

Approach & Deployment: Some goals are linked to the balanced scorecard but many have not been seen as major objectives. Many goals are very ad hoc and changeable, leaving employees unsure on direction. Many times effort is expended only to see that it has been wasted because of a change in direction or emphasis.

Position/Supervisor

Approach & Deployment: The issue in the local office is that most of the top management has left the organization and is now not fully replaced. There are still some gaps in the organization, which create some lack of communication with the customer. The checking of the effectiveness to focus on customer does not seem to be done often.


Completed Survey Status Page

When you have entered answers to every question for each category, you can submit your survey.


Summary ResultsOverall Category-Level Totals

The Overall Category-Level Totals table explains the amount of points scored for each category, the total possible points to score in a category and the percentage of total points for each category.

Baldrige Criteria TotalPoints

PointsScored

% ofTotalPts.

1. Leadership 120 65 54

2. Strategic Planning 85 34 40

3. Customer and Market Focus 85 34 40

4. Measurement, Analysis, & Knowledge Mgmt 90 25 28

5. Human Resource Focus 85 34 39

6. Process Management 85 30 35

7. Organizational Results 450 205 45

Totals 1000 427 43%


Overall Category-Level Percent Scores

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Leadership Strategic Planning Customer andMarket Focus

Measurement,Analysis, &

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The Overall Category-Level Percent Scores show the aggregate percent score of each Category according to the Baldrige Scoring Guidelines. This helps determine the overall strengths and weaknesses of the organization.


Overall Item-Level Percent Scores

View Appendix A

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The Overall Item-Level Percent Scores show the percent of points on a 0 to 100 scale, for each Item. This helps users determine, at a glance, the strengths and weaknesses by item for each category. The Items and Point Values are explained in Appendix A.


Overall Category-Level Point Scores

Position Point Scores by Category

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Leadership 84 53 61

Strategic Planning 55 19 31

Customer and Market Focus 41 30 32

Measurement, Analysis, & Knowledge Mgmt 37 17 28

Human Resource Focus 43 29 34

Process Management 37 26 28

Organizational Results 237 190 181

Executive/ Senior Manager Individual Contributor Supervisor

The Category-Level Point Scores show the cumulation of total points for each demographic view within each category. This is a sample of one demographic view.


This chart shows the ratings by demographic attribute, in this case, Position. On the previous graph, Item 1.1, Leadership System, reflected a rating of 50%. However, according to the breakout above, Executives/Sr. Mgmt. believe the processes are much stronger (69 percent) than Individual Contributors (less than 38 percent) and Supervisors (45 percent). This typically indicates incomplete systems development or poor deployment of existing systems and processes required by the Item.

View Appendix A

Item-Level Percent Scores by PositionPosition Percent Scores by Item

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Item 1.1 Item 1.2 Item 2.1 Item 2.2 Item 3.1 Item 3.2 Item 4.1 Item 4.2 Item 5.1 Item 5.2 Item 5.3 Item 6.1 Item 6.2 Item 7.1 Item 7.2 Item 7.3 Item 7.4 Item 7.5 Item 7.6

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Executive/ Senior Manager

Individual Contributor

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Notice the gap between Executives/Senior Management and Individual Contributors and Supervisors in Item 1.1. This suggests an area to examine further.

However, Item 7.4 shows a high degree of agreement indicating a consistent deployment of results information.


Other Services

Additional Performance Indicator Feedback Reports can be extracted from the demographic profile. For example: Reports can be generated for each organizational site or department identified in the demographic profile.

The data that is entered into the survey is available in an ASCII Text File to create additional charts.

Comparative data at the Category-level is available from previous assessments from the same organization.

Additional copies of the Performance Indicator Feedback Report are available.


Thank you!Thank you!

Michigan Quality [email protected]

248-370-4552In cooperation with



Appendix A: Assessment Themes and Values

The point values of the scoring system are linked directly to the points and scoring system of the Malcolm Baldrige Criteria for Performance Excellence. Each item and the questions included in the items are also derived from the Baldrige Criteria.

2004 Categories, Items, and Point Values1.0 Leadership 120 points1.1 Organizational Leadership 80 points 1A Communicating Values and Performance Expectations [Baldrige ref: 1.1a(1)] 1B Leadership Commitment to Providing Maximum Value for Customers [Baldrige ref: 1.1a(1)] 1C Empowering Employees and Establishing a Climate for Innovation, Learning, Organizational Agility, and Ethical Behavior [Baldrige ref: 1.1a(2)] 1D Ensuring Management Accountability for the Protection of Stakeholder Interests through Effective Governance [Baldrige ref: 1.1b] 1E Assessing Organizational Performance and Progress Relative to Goals [Baldrige ref: 1.1c(1)] 1F Setting Priorities and Making Improvements Based on Progress Reviews [Baldrige ref: 1.1c(3)] 1G Improving Leadership Effectiveness Throughout the Organization [Baldrige ref: 1.1c(4)]

1.2 Social Responsibility 40 points 1H Following Laws and Regulations and Reducing Public Risks and Concerns [Baldrige ref: 1.2a(1&2)] 1I Ensuring Ethical Behavior [Baldrige ref: 1.2b] 1J Providing Community Support [Baldrige ref: 1.2c]

2.0 Strategic Planning 85 points2.1 Strategy Development 40 points 2A Developing Strategic Plans Based on Business Data [Baldrige ref: 2.1a(1&2)] 2B Developing Clear Strategic Objectives and Timetables for Meeting the Objectives [Baldrige ref: 2.1b(1)] 2C Ensuring that Strategic Objectives Address Challenges and Balance the Needs of Key Stakeholders [Baldrige ref: 2.1b(2)]2.2 Strategy Deployment 45 points 2D Developing and Deploying Action Plans Based on Strategic Objectives [Baldrige ref: 2.2a(1)] 2E Developing Human Resource Plans Based on Strategic Objectives and Action Plans [Baldrige ref: 2.2a(3)] 2F Developing Appropriate Goals and Allocating Resources to Achieve Them [Baldrige ref: 2.2a(4) and 2.2b] 2G Aligning Work to Achieve Strategic Goals, Objectives, and Action Plans [Baldrige ref: 2.2a]

Back to Overall Item Scores

Back to Gap Analysis


Appendix B: Scoring Guidelines for Categories 1-6:

The overall percentage of points for 1A on the previous slide is 56%, indicating the above Approach and Deployment guideline.

Back to Survey -

Priority Imp

SCORE PROCESS

0% or 5%

No systematic approach is evident; information is anecdotal. (A) Little or no deployment of an approach is evident. (D) No evidence of an improvement orientation; improvement is achieved through reacting to

problems. (L) No organizational alignment is evident; individual areas or work units operate independently. (I)

10%, 15%,20%, or 25%

The beginning of a systematic approach to the basic requirements of the Item is evident. (A) The approach is in the early stages of deployment in most areas or work units, inhibiting progress in

achieving the basic requirements of the Item. (D) Early stages of a transition from reacting to problems to a general improvement orientation are

evident. (L) The approach is aligned with other areas or work units largely through joint problem solving. (I)

30%, 35%,40%, or 45%

An effective, systematic approach, responsive to the basic requirements of the Item, is evident. (A) The approach is deployed, although some areas or work units are in early stages of deployment. (D) The beginning of a systematic approach to evaluation and improvement of key processes is evident.

(L) The approach is in early stages of alignment with your basic organizational needs identified in

response to the other Criteria Categories. (I)

50%, 55%,60%, or 65%

An effective, systematic approach, responsive to the overall requirements of the Item, is evident.(A)

The approach is well deployed, although deployment may vary in some areas or work units. (D) A fact-based, systematic evaluation and improvement process and some organizational

LEARNING are in place for improving the efficiency and effectiveness of key processes. (L) The approach is ALIGNED with your organizational needs identified in response to the other

Criteria Categories. (I)

Business Express Survey Process

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