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Using the Baldrige Criteria for Performance Excellence to Improve Overall Performance

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Beth Katzenberg, EdM, MBA, CPHQ CAH Summer QI Workshops 2009 * * All responses to the Items within the boxed Categories (1 through 6) should address Process. – PowerPoint PPT presentation

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Title: Using the Baldrige Criteria for Performance Excellence to Improve Overall Performance


1
Using the Baldrige Criteria for Performance
Excellence to Improve Overall Performance
  • Beth Katzenberg, EdM, MBA, CPHQ
  • CAH Summer QI Workshops 2009

2
Getting Results! The Baldrige National Quality
ProgramDVD
3
Roadmap
4
Baldrige program
  • 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

5
Categories of organizations
  • 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)

6
75 award recipients include
  • Poudre Valley Health System2008
  • Mercy Health System2007
  • City of Coral Springs2007
  • North Mississippi Medical Center2006
  • Park Place Lexus2005
  • Kenneth W. Monfort College of Business2004
  • SSM Health Care2002
  • Operations Mgmt Intl2000
  • Los Alamos National Bank2000
  • The Ritz-Carlton Hotel1992, 1999
  • Mesa Products2006 (75 emp)
  • Stoner, Inc2003 (48 emp)
  • Note 4 organizations have received award twice

7
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8
Criteria
  • 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

9
BaldrigeNational Quality Program
Health Care Criteria for Performance Excellence
10
Seven Categories of the Health Care Criteria
  • Leadership
  • Strategic Planning
  • Customer Focus
  • Measurement, Analysis, and Knowledge Management
  • Workforce Focus
  • Process Management
  • Results

11
(p. 52)
12
11 Core Values and Concepts
  • Visionary Leadership
  • Patient-Focused Excellence
  • Organizational and Personal Learning

13
Core Values and Concepts, cont.
  • Valuing Workforce Members and Partners
  • Agility
  • Focus on the Future
  • Managing for Innovation

14
Core Values and Concepts, cont.
  • Management by Fact
  • Societal Responsibility and Community Health
  • Focus on Results and Creating Value
  • Systems Perspective

15
Baldrige Health Care Criteria Framework A
Systems Perspective
16
Item Format
(Page 30)
17
Steps Toward Mature Processes
(p. 68)
18
(p. 73)
19
Organizational Profile
  • P.1 Organizational Description
  • P.2 Organizational Situation
  • Starting point for self-assessment and
    application preparation
  • Basis for early action planning

20
Category Point Values
  • 1 Leadership 120
  • 2 Strategic Planning 85
  • 3 Customer Focus 85
  • 4 Measurement, Analysis, and
  • Knowledge Management 90
  • 5 Workforce Focus 85
  • 6 Process Management 85
  • 7 Results 450
  • TOTAL POINTS 1,000

21
1. Leadership (120 pts.)
Addresses Senior Leaders Actions, Governance,
and Societal Responsibilities 1.1 Senior
Leadership (70 pts.) 1.2 Governance and
Societal Responsibilities (50 pts.)
22
2. Strategic Planning (85 pts.)
Addresses Strategic and Action Planning and
Deployment of Plans 2.1 Strategy Development
(40 pts.) 2.2 Strategy Deployment (45 pts.)
23
3. Customer Focus (85 pts.)
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.)
24
4. Measurement, Analysis, and Knowledge
Management (90 pts.)
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.)
25
5. Workforce Focus (85 pts.)
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.)
26
6. Process Management (85 pts.)
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.)
27
7. Results (450 pts.)
Addresses an Organizations 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.)
28
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

29
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 baldrige_at_nist.gov, orvisit
    www.nist.gov/baldrige.

30
How evaluate process items
31
How evaluate results items
32
International programs
  • 76 programs
  • European Quality Award
  • Canadian Award for Excellence
  • Japan Quality Award
  • 68 use Baldrige-based criteria

33
States with State or Local Award Programs
Note Five states have more than one quality
award program.
34
Colorado Performance Excellence (CPEx)
  • Colorados performance excellence program
  • Incorporated 2000
  • Uses Baldrige criteria
  • CFMC is a founding sponsor
  • www.coloradoexcellence.org

35
CPEx levels
36
www.coloradoexcellence.com
37
Getting started
  • 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 organizations values
  • Create a sustainable organization
  • Improve performance

38
Getting started
Self-assessment tools methods
39
  • Exercise
  • Are We Making Progress?

40
easy Insight Taking a First Step Toward
Baldrige Self-Assessment
41
easy Insight
42
Organizational profile
  • Purpose
  • Describe what is relevant and important
  • Ensure common understanding
  • Guide selection of information/data
  • Identify gaps/lack of deployment

43
Org profile criteria Page 4-6
44
  • Exercise
  • Creating an Organizational Profile
  • Using the Criteria

45
Exercise Org profile
Describe the following about your organization.
46
ExerciseA
Describe the approach and deployment for the
questions below. Identify the corresponding
parts of the org profile.
47
ExerciseB
Describe the approach and deployment for the
questions below. Identify the corresponding
parts of the org profile.
48
Why apply for an award?
  • 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 organizations
    strengths and weaknesses
  • To develop an integrated management approach
  • To align efforts and resources

49
Ideas
  • Start with the organization profile
  • Use the criteria to develop foundation
  • No requirement to apply for an award
  • Senior leaders must learn and lead to achieve and
    sustain performance excellence
  • Check out resources on Baldrige web site

50
I see the Baldrige process as a powerful set of
mechanisms for disciplined people engaged in
disciplined thought and taking disciplined action
to create great organizations that produce
exceptional results.
  • Jim Collins
  • Author, Good to Great Why Some Companies Make
    the Leapand Others Dont

51
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52
Strategic operational objectives goals
Baldrige Criteria for Performance Excellence
53
It amazes me that U.S. businesses spend so much
money on how-to books and coursework to teach
leaders how to build successful organizations.
My recommendation Implement the Baldrige-based
Criteria in your business. No other single
document can help build a long-term successful
organization.
  • Jerry Rose, Former President
  • Sunny Fresh Foods, Inc.
  • Baldrige Award Recipient, 1999 and 2005

54
  • Questions? Comments? Thoughts? Ideas?

55
Beth Katzenberg, EdM, MBA, CPHQColorado
Foundation for Medical Care303.784.5702bkatzenbe
rg_at_cfmc.org
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