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Education Criteria for Performance Excellence


2011 Baldrige Performance Excellence Program Education Criteria for Performance Excellence Baldrige Performance Excellence Program | – PowerPoint PPT presentation

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Title: Education Criteria for Performance Excellence

Education Criteria for Performance Excellence
Baldrige Performance Excellence Program
Seven Categories of the Education Criteria
  • 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
  • Student-centered 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 Education 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

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, and implementation
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 Student Learning 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
2009 Award Recipients
  • If youre considering your own Baldrige quest,
    please do that. . . . Its a very rewarding
    journey. It really brings your team together, all
    of your employees. It builds upon success and
    allows you to strive for continuous improvement
    in delivering for your customer and then
    internally driving employee satisfaction and
  • Anthony Brancato, III, president, Honeywell
    Federal Manufacturing Technologies, L.L.C.
  • The veteran is the benefactor of what we provide
    for our clinical trials, and I think that the
    Baldrige Program actually enabled us to transform
    the organization from being good to a great
    organization, one that is very high performing.
  • Mike Sather, director, VA Cooperative Studies
  • Clinical Research Pharmacy Coordinating Center

2009 Award Recipients
  • If you want sustainability in an organization,
    and you want to go from great to really,
    really great, youve got to have some kind of a
    model . . . and Baldrige is that model! . . .
    MidwayUSA has benefited tremendously from the
    Baldrige Criteria Our sales are up over 20
    percent per year over the last five years. Our
    profits are up over 40 percent per year for that
    same time. Customer satisfaction at 93 percent is
    at an all-time high. Employee satisfaction, at 82
    percent, is at an all-time high also. All the
    winds are blowing in the right direction at
    MidwayUSA, and its all because of our efforts in
    engaging the Baldrige Criteria.
  • Larry Potterfield, CEO, MidwayUSA

2009 Award Recipients
  • The Baldrige journey for us has really never been
    about winning the crystal. Its about being
    worthy, . . . accelerating our performance, . .
    .. transforming our organization, making it a
    better place for our physicians to practice,
    achieving stronger clinical outcomes, . . .
    creating a great work environment, and eventually
    getting to this vision of ours of building
    healthy communities.
  • David Tilton, president and CEO, AtlantiCare
  • Baldrige is a commitment to excellence that never
    ends. . . . We want to learn every day, we want
    to be better every day, and Baldrige gave us the
    framework . . . to pursue that journey of
  • Mark Laney, president and CEO, Heartland Health

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