Fast Track Methods to Baldrige Based Organizational Assessments

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Fast Track Methods to Baldrige-Based
Organizational Assessments
Performance Improvement NetworkJanuary 8,
2004 Dr. Karen Hawley, Owner, Hillswick
GroupBrian S. Lassiter, President, Minnesota
Council for Quality
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Todays Objectives

• Provide a basic overview of Baldrige
• Outline a typical organizational assessment
  process
• Discuss two short-cut approaches for assessment
• Kick StartTM
• Baldrige Express

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Focusing Energy Resources
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Baldrige Assessment Objectives

• Identifies strengths and improvement
  opportunities
• Facilitates improvement, alignment, and
  integration
• Assists in delivery of value to stakeholders
• Facilitates organizational and personal learning
• Monitors progress over time

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First, the Evidence
Source Kevin B. Hendricks and Vinod R. Singhal,
Dont Count TQM Out, Quality Progress, April
1999
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First, the Evidence
Source Q100 Index, Robinson Capital Management
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The Baldrige Framework
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Criteria for Performance Excellence
3.1 Customer and Market Knowledge (40
points) Describe how your organization
determines short- and longer-term requirements,
expectations, and preferences of customers and
markets to ensure the relevance of current
products/services and to develop new
opportunities. Within your response, include
answers to the following questions
Approach-Deployment
SAMPLE
a.
Customer and Market Knowledge
How do you determine or target customers,
customer groups, and/or market segments? How do
you consider customers of competitors and other
potential customers and/or markets in this
determination? How do you listen and learn to
determine key requirements and drivers of
purchase decisions for current, former, and
potential customers? If determination methods
differ for different customers and/or customer
groups, include key differences. How do you
determine and/or project key product/service
features and their relative importance/value to
customers for purposes of current and future
marketing, product planning, and other business
developments, as appropriate? How do you use
relevant information from current and former
customers, including marketing and sales
information, customer retention, won/lost
analysis, and complaints, in this
determination? How do you keep your listening
and learning methods current with business needs
and directions?
(1) (2) (3) (4)
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The Criteria/Framework are Flexible

• Is based on a set of validated, leading edge
  practices
• Is applicable to any organizational entity
• Is scaleable
• Encourages communication and knowledge sharing

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Assessing Performance with the Criteria
Plan Take Action
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Short Cut 1 Baldrige Kick Start

• Grounds teams in their organization vs. a
  fictional case right away
• Gets teams started quickly
• Establishes a database that can be continuously
  refreshed to reflect improvement

? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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Three Basic Baldrige Questions
? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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Responding to Baldrige Questions
? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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Baldrige Criteria Language for Approach/Deployment

• 1.1b(1)
• How do senior leaders review organizational
  performance and capabilities to assess
  organizational success, competitive performance,
  progress relative to short-and longer-term goals,
  and the ability to address changing
  organizational needs?
• Include the key performance measures regularly
  reviewed by your senior leaders.
• Also, include your key recent performance review
  findings.

? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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Simplified Criteria Language

• What is the process for?
• Reviewing performance
• List
• key performance review measures
• recent performance review findings

? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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Baldrige Criteria Language for Results

• 7.1a(1)
• What are your current levels and trends in key
  measures/indicators of customer satisfaction and
  dissatisfaction, including comparisons with
  competitors levels of customer satisfaction?

? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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Simplified Criteria Language

• What are your current levels of performance?
• What are your performance trends?
• What are your comparative/competitive results for
  ?
• Customer satisfaction measures
• Customer dissatisfaction measures

? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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If process, then think of
? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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If list, then think of
? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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If results, then think of
? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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Kick Start tool

• Needed a simple translation of the Baldrige
  criteria to accelerate development of an
  application
• Wanted to prevent organizations from having to
  repeatedly simplify the criteria themselves

? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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What is ADCR?

• ADCR is a tool and format that provides
• Evidence
• Current State
• Database

ADCR is an acronym for Approach, Deployment,
Cycles of Refinement, and Results
? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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Types of Evidence

• Description of approach
• Systematic nature of approaches
• Maturity of approaches
• Depth of deployment across organization
• Degree of fact-based evaluation and improvement
• Linkage between approaches and results

? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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Approach Evidence

• Name of process
• Purpose/goal
• Alignment to vision/goals/values
• Integration with other processes
• Key steps
• Input
• Process Steps
• Output

? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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Deployment Evidence

• Process management
• Function/group administering process
• Process maturity
• Date process initially implemented
• Depth of deployment
• Locations where process occurs in organization
• Types/levels of employees involved in process
• Frequency

? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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Cycles of Refinement Evidence

• Date(s) of improvements
• Description of improvement(s)
• Evidence of fact-based evaluation and improvement
  process

? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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Results Evidence

• Performance measure used to evaluate
  effectiveness or efficiency of process
• Current results
• Trend results
• Comparative and/or competitive results

? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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Benefits of Using ADCR

• Consistency in gathering and organizing evidence
• Means (database) for updating evidence
• Provides clear tie to Criteria and Scoring
  Guidelines
• Simplicity
• Speed

? 2004 Brennan Hawley International/ Hillswick
Group, Ltd.
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Short Cut 2 Baldrige Express

• The traditional narrative-based approach
  (again)
• The survey-based Baldrige Express approach

Prepare Narrative
Reach Consensus
Plan Take Action
Conduct Site Visit
Review Independently
Conduct Site Visit
Prepare Inputs
Reach Consensus
Plan Take Action
Review Independently

• Organization Profile
• Survey
• Organization Performance Results

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SAMPLE
Input 1 Organizational Profile
Organization Profile
Organizational Description
a) Organization Environment

• What are your organizations main products and/or
  services?
• What is your organizational context and culture?
• What is your employee profile?
• What are your major technologies, equipment, and
  facilities?
• What is the regulatory environment under which
  your organization operates?

b) Organizational Relationships

• What are your key customer groups and/or market
  segments?
• What are you most important types of
  suppliers/dealers?

Organizational Challenges
a) Competitive Environment

• What is your competitive position?
• What are the principal factors that determine
  your success relative to your competitors?

b) Strategic Challenges

• What are your key strategic challenges?

c) Performance Improvement System

• How do you maintain an organizational focus on
  performance improvement?

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Input 2 Survey (Demographics Page)
Each different demographic attribute will appear
on separate pages. Participants select the
demographic value that describes their position
within the organization.
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SAMPLE
Input 2 Survey (Sample Question)
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SAMPLE
Input 3 Organization Performance Results
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Ways to Learn More

• Visit the Councils improvement Clearinghouse
  (www.councilforquality.org)
• Attend Quest for Excellence and/or other
  Baldrige-focused conferences
• Consider becoming an Evaluator with the Minnesota
  Quality Award
• Network with other leaders who use the Criteria,
  including those who use these Fast Track tools

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About the Speakers
Dr. Karen Hawley is an independent consultant,
and owner of Hillswick Group, Ltd, a management
consulting firm specializing in performance
improvement. Karen has extensive experience with
the Baldrige (senior examiner, trainer, case
evaluator) and Minnesota Quality Award processes
(examiner, judge, and trainer). Karen is a
graduate of the University of Minnesota Carlson
School of Management with graduate degrees in
management and an undergraduate degree in
electrical engineering. She was with Honeywell
for 15 years and served as quality director for
Honeywells largest business unit. She has been
consulting in manufacturing, service, small
business and education for the past ten years.
Karen can be reached at hillswick_at_aol.com or
763-425-9501.
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About the Speakers
Brian Lassiter was elected president of the
Minnesota Council for Quality in the summer of
2001.  Before his election, Brian held positions
with the following organizations Ian Alliott
Consulting (Managing Director), Norstan
Consulting (Principal Consultant), The St. Paul
Companies (Corporate Quality Consultant), Price
Waterhouse (Consultant), and Boatmen's National
Bank (Quality Manager).  In these roles, Brian
has worked with dozens of organizations in a
variety of industries to help them improve their
performance and competitiveness. Brian has
served six years on the Board of Examiners for
the Malcolm Baldrige National Quality Award
(1998-2003), the last three as a Senior
Examiner. He has also served as a Senior
Evaluator for the Minnesota Quality Award (two
years) and served on the Board of Directors for
Goodwill/Easter Seals of Minnesota between
1995-2003. He can be reached at
lassiter_brian_at_hotmail.com or 612-868-3519
(cell). Founded in 1987, the Minnesota Council
for Quality is a 501 (c)(3) non-profit that helps
organizations improve performance, results,
and/or competitiveness. For more information,
please visit www.councilforquailty.org or contact
the Council at mc4quality_at_aol.com.