Baldrige National Quality Program 2006 - American Society for Quality

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Baldrige National Quality Program 2006 - American Society for Quality

Baldrige Workshop

CQSDI Conference –

Cape Canaveral, FL

March 21, 2006

Baldrige Tools for Beginners

Barbara Fischer & Mary Eastman


Journey to Performance

Excellence

BASIC INTERMEDIATE ADVANCED

FIRST

INTRODUCTION

CRITERIA

KNOWLEDGE

ACQUIRED

CRITERIA-

BASED

SELF

ASSESSMENT

MULTIPLE

CYCLES OF

FEEDBACK &

IMPROVEMENT

WRITTEN

APPLICATION


Workshop

Learning Objectives


You will be:

– acquainted with the Baldrige Program

– familiar with some Baldrige tools

– aware of some next steps


What Is the Baldrige

National Quality Program?





Operates as a public-private partnership

Manages the Malcolm Baldrige National

Quality Award

Provides global leadership in promoting

performance excellence

Disseminates information


What Is the History of BNQP?

The Malcolm Baldrige National Quality Improvement Ac

of 1987, Public Law 100-107; created Award progra

to

– identify/recognize role model businesses

– establish criteria for evaluating improvement

efforts

– disseminate/share best practices

Expanded to health care and education in 1999


What Is Performance Excellence?

An integrated approach to organizational

performance management that results in




delivery of ever-improving value to customers,

contributing to marketplace success

improvement of overall organizational

effectiveness and capabilities

organizational and personal learning


The Baldrige Criteria


Used as an assessment tool


Used to identify Award recipients


Updated regularly


Contains several helpful sections: Self-

Analysis Worksheet, Category & Item

Descriptions, Glossary


Who Can Apply for the

Baldrige Award?






Manufacturing

Service

Small business (manufacturing or

service)

Education

Health care

Nonprofit (in 2007)


Nonprofit Category in 2007


eligible organizations will include local, stat

and federal government agencies; trade

associations; charitable organizations; soci

service agencies; credit unions; and

professional societies.


Who Are Some Recent

Baldrige Award Recipients?





Boeing Aerospace Support (service

category); 2003

Caterpillar Financial Services

Corporation (service); 2003

Motorola Commercial, Government, &

Industrial Solutions Sector (CGISS)

(service); 2002

Clarke-American Checks (manufacturing)


What Has the Baldrige Program

Achieved?






Created a national standard

Produced role models

Generated award programs

Raised U.S. competitiveness

Established outreach and education system


Are We Making Progress?

Learning Objectives


You will be able to:

– describe the characteristics of the AWMP

tools

– describe the value of having comparative

data for the AWMP tools

– describe the differences and similarities

of the two AWMP tools

– assess the value of using one or both

AWMP tools


Baldrige Examiner Results - Differences Greater than 20%

% Employees

% Leaders

2b.

Employees know plans that affect

them

68

42

3d.

Employees ask if customers satisfied

74

45

4a.

Employees know how to measure

work quality

80

48

4b.

Employees know how to analyze

work quality

80

32

4c.

Employees use analyses to make

decisions

74

24

4d.

Employees relate their measures

and business results

62

35

5a.

Employees can make work

improvements

83

61

6b.

Employees collect data on work

quality

69

38


Baldrige Examiner Results Similar Perceptions

% Employees

% Leaders

3c.

Customers tell employees their

needs

77

75

4f.

Employees know how organization

is doing

57

55

5b.

Employees work as a team

74

76

5e.

Safe workplace

89

88

7e.

Organization removes barriers

36

35

7f.

Organization obeys laws

95

95

7g.

Organization has high standards

82

83

7h.

Employees are satisfied with job

68

67


Baldrige Criteria Framework:

A Systems Perspective


The Baldrige Criteria


Question Format


Organizational Profile : eBaldrige Tool


Key Requirements Included in Items


Non-prescriptive


Basic Goals of the Criteria

To help organizations enhance their

performance by focusing on

delivery of ever-improving value to

customers, contributing to marketplace

success

improvement of overall organizational

effectiveness and capabilities

organizational and personal learning


Criteria Evolution

Continuously improved






to best stimulate competitive success

to emphasize and improve linkages

to focus on key areas of performance

to increase ease of use and broaden the user

base

to emphasize the importance of data,

information, and knowledge management


Practice Using

AWMP and Criteria






Review AWMP answers for “strongly disagree” or

“disagree” responses

Would others answer the same way? Is it

important?

Note and locate corresponding Category in the

Criteria booklet.

Review Criteria language (questions) mapping to

the statement in AWMP

Consider how Criteria might guide improvement


CGISS: Strategic Planning

Deployment Process Links Scorecards to

the Individual Via Personal Commitment

STAKEHOLDER NEEDS & VALUES

ASSESS

Shareholders Customers Suppliers Communities Employees

Annual Strategic Planning Process

Corporate

Scorecard

CGISS Scorecards

Function

Group

Sector

Personal Commitment

All CGISS Employees

3-5 Yr

Objectives

12-18 mo

Initiatives

Business

Results

Process

Expectations

Compensation

& Reward

Quest for E xc ellence

March/April 2003

MOT OROLA and the Stylized M Lo go ar e re gistere d in th e US Pa tent & Tr ade mark Office. All othe r

pr oduct or ser vice na mes ar e the pro pert y of the ir re spective o wners. © Moto rola, I nc. 200 3.


Boeing AS- Leadership


Boeing AS- Strategic Planning


Boeing AS- Customer and Market Focus


Boeing AS- Measurement, Analysis, &

Knowledge Management


Boeing AS- Measurement, Analysis, &

Knowledge Management


Boeing AS- Results


How Can I Contact the

Baldrige Program?


E-mail: nqp@nist.gov

Phone: (301) 975-2036

Fax: (301) 948-3716


Web site: www.baldrige.nist.gov

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