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Criteria for Performance Excellence


2012 Baldrige Performance Excellence Program Criteria for Performance Excellence Baldrige Performance Excellence Program | * As previously ... – PowerPoint PPT presentation

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Title: Criteria for Performance Excellence

Criteria for Performance Excellence
Baldrige Performance ExcellenceProgram
Seven Categories of the Business/Nonprofit
  • Leadership
  • Strategic Planning
  • Customer Focus
  • Measurement, Analysis, and Knowledge Management
  • Workforce Focus
  • Operations Focus
  • Results

The Role of Core Values and Concepts
Core Values and Concepts
  • Visionary leadership
  • Customer-driven excellence
  • Organizational and personal learning

Core Values and Concepts
  • Valuing workforce members and partners
  • Agility
  • Focus on the future
  • Managing for innovation

Core Values and Concepts
  • Management by fact
  • Societal responsibility
  • Focus on results and creating value
  • Systems perspective

Baldrige Criteria Framework A Systems
Item Format
Item Format
  • Item notes have the following purposes
  • clarify key terms and requirements
  • give instructions
  • indicate/clarify important linkages

Nonprofit-specific item note (in italics)
Location of item description
Steps Toward Mature Processes
An Analogy for Learning From Fighting Fires to
Organizational Profile
  • P.1 Organizational Description
  • P.2 Organizational Situation
  • Starting point for self-assessment and
    application preparation
  • Basis for early action planning

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 Operations Focus 85
  • 7 Results 450
  • TOTAL POINTS 1,000

1. Leadership (120 pts.)
Senior leaders actions, organizational
governance, and societal responsibilities 1.1
Senior Leadership (70 pts.) 1.2 Governance and
Societal Responsibilities (50 pts.)
2. Strategic Planning (85 pts.)
Strategic and action planning, andimplementation
of plans 2.1 Strategy Development (40 pts.) 2.2
Strategy Implementation (45 pts.)
3. Customer Focus (85 pts.)
How an organization listens to the voice of the
customer and engages its customers 3.1 Voice
of the Customer (45 pts.) 3.2 Customer
Engagement (40 pts.)
4. Measurement, Analysis, and Knowledge
Management (90 pts.)
Analysis, review, and improvement of
organizational performance Management of
information, knowledge, and information
technology 4.1 Measurement, Analysis, and
Improvement of Organizational Performance (45
pts.) 4.2 Management of Information, Knowledge,
and Information Technology (45 pts.)
5. Workforce Focus (85 pts.)
How an organization builds an effective workforce
environment and engages, develops, and manages
its workforce 5.1 Workforce Environment (40
pts.) 5.2 Workforce Engagement (45 pts.)
6. Operations Focus (85 pts.)
How an organization designs, manages, and
improves its work systems and work processes and
prepares for emergencies 6.1 Work Systems (45
pts.) 6.2 Work Processes (40 pts.)
7. Results (450 pts.)
Performance and improvement in all key
areas Current performance levels, trends, and
comparative data 7.1 Product and Process Outcomes
(120 pts.) 7.2 Customer-Focused Outcomes (90
pts.) 7.3 Workforce-Focused Outcomes (80
pts.) 7.4 Leadership and Governance Outcomes (80
pts.) 7.5 Financial and Market Outcomes (80 pts.)
2010 Baldrige Award Winners in Business/Nonprofit
  • Since 2003, Baldrige has improved MEDRAD in so
    many different dimensions. Its all about
    continuous improvement. By embracing all of the
    key dimensions of Baldrige, the company has
    doubled in size this year as a business of Bayer
    Health Care. We are 690 million in revenue, as
    of the end of 2010.
  • Samuel Liang, President and CEO, MEDRAD
  • We call it eating our own cooking. when you
    teach it, you also have to do it. That's why the
    Baldrige journey was so important to us. we had
    so many of our clients win the Baldrige Award,
    and apply for the Baldrige Award, and we felt
    that we needed to also be on this journey with
  • Quint Studer, Founder and CEO, Studer Group

2010 Baldrige Award Winners in Business/Nonprofit
  • The Baldrige opportunity, on its own, was a way
    for us to get a very disciplined, external
    perspective, an examination of our business, of
    how we manage our business. Thats a very
    valuable thing. I cant imagine what youd have
    to pay a consultant to do that. Its been a
    terrific journey.
  • Patrick McGinnis, President and CEO, Nestlé
    Purina Pet Care Co.

2010 Baldrige Award Winners in Business/Nonprofit
  • When you look at the Baldrige Criteria, what a
    great road map to say if you can do the things in
    all these categories and do them well, youre
    going to be a well-run company.
  • Robert F. Pence, President and CEO, Freese and
    Nichols Inc.
  • Personally I measure success by are we
    achieving excellence. And, of course, being a
    Baldrige Award recipient is probably the
    ultimate validation of that. But I dont focus
    primarily on profitability or growth. I focus on
    are we achieving excellence. And the means we use
    to do that is delighting every guest that walks
    in our door.
  • Ken Shiller, Co-Owner and Cofounder of KN

For More Information
  • Criteria booklets
  • Self-assessment tools based on the Criteria
  • Award recipient videos and profiles
  • Case studies
  • Connections to the Baldrige community (301)