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Malcolm Baldrige National Quality Award

Baldrige National Quality Program. Performance Excellence and Innovation. Malcolm Baldrige National Quality Award. Why Apply? . Why Apply?.

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Malcolm Baldrige National Quality Award

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  1. Baldrige National Quality Program Performance Excellence and Innovation Malcolm BaldrigeNational Quality Award Why Apply?

  2. Why Apply? “The Baldrige assessment is the best consulting available. Teams of highly experienced experts analyze every aspect of your organization’s strengths and weaknesses as presented by your own internal review. This internal and external review forces continuous assessment, learning, deployment, and integration of key business processes.” • Ken Davis • Chief Medical Officer • North Mississippi Medical Center • Baldrige Award Recipient, 2006

  3. Why Apply? “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 PresidentSunny Fresh Foods, Inc. Baldrige Award Recipient, • 1999 and 2005

  4. Why Apply? “We are delighted by the growing interest of … hospitals and health systems throughout the country that are embracing the Baldrige Criteria as a framework to bring excellence to our industry. It makes good business sense, and more important, it’s the right thing to do for our patients.” • Frank J. Sardone • President & CEO • Bronson Healthcare Group • (Parent Organization of Bronson Methodist Hospital, Baldrige Award Recipient, 2005)

  5. Why Apply? “We attribute much of Medrad’s success to the Baldrige process. Today we enjoy • a worldwide reputation for the highest-quality products, • customer satisfaction rates well above those of our nearest competitor, and • employee satisfaction rates that exceed best in class.” • John P. Friel • President & CEO • Medrad, Inc. • Baldrige Award Recipient, 2004

  6. Why Apply? “Going through the full application cycle was a major catalyst in improving our organization. It served as the primary learning tool as we dissected the Criteria, analyzed the requirements, and developed our responses. For an affordable application fee and site visit expenditure, Baldrige provides education applicants with … expertise that would be too costly for us to purchase on the open market.” • Dr. Frank Auriemma, Superintendent • Pearl River School District • Baldrige Award Recipient, 2001

  7. Why Apply for the Baldrige Award? • The next step after self-assessment • “The most cost-effective, value-added business audit available” • Every applicant learns

  8. Benefits of Applying • Accelerate improvement efforts • Energize employees • Gain an outside perspective • Learn from the feedback

  9. Benefits of Applying • Align efforts • Focus on results • Enhance benefits of certification and accreditation efforts

  10. The Feedback Report: Your Greatest Benefit • Written assessment of strengths/ opportunities for improvement • Compiled by a team of expert Examiners • The report includes • a key themes summary • organization-specific comments • individualized scoring information • the scoring distribution

  11. The Relationship Between Baldrige and Other Performance Management Systems • ISO 9000 • Health care accreditation, such as the Joint Commission (formerly JCAHO) • Education accreditation, such as the North Central Association of Colleges and Schools • Basic difference: excellent performance versus minimum required performance

  12. ISO 9001:2000 • Applicable to manufacturing companies as well as other organizations • Based on eight quality management principles • Focused on process management and relationships across an organization • Emphasis on quality systems, the monitoring of customer perception, supplier and regulatory compliance, and continuous improvement

  13. Six Sigma • System for measuring product quality and improving process engineering • Drives process improvement and cost savings • Six basic elements of the Six Sigma process

  14. How Does Baldrige Differ? • Offers an overall systems framework • Focuses on results in all areas • Focuses on the future—a strategic view • Includes organizational and personal learning and knowledge sharing • Includes corporate governance and ethics

  15. Baldrige, ISO 9001:2000, and Six Sigma • May compete for the same resources • Serve different but compatible purposes • ISO 9001 and Six Sigma represent a fraction of the performance management system in the Baldrige Criteria

  16. The Joint Commission • Established in 1951 • Evaluates and accredits nearly 15,000 U.S. health care organizations and programs • Health care organizations benefit from Joint Commission accreditation as a qualification to operate • Provides standards and performance measurement

  17. Baldrige and Joint Commission Similarities • Focus on continuous improvement • Are based on a set of core values • Offer a means for self-assessment

  18. Joint Commission Focuses on patient care Establishes minimum standards for accreditation Considers individual factors Baldrige Overall organizational focus, including focus on patients Role-model performance Considers individual factors and strategic challenges Baldrige and Joint Commission Differences

  19. North Central Association (NCA) • Representing 19 states, the Navajo Nation, and the Department of Defense Dependents Schools overseas • Organized into two commissions: • 1. Commission on Accreditation and School Improvement (CASI) • 2. Higher Learning Commission (HLC)

  20. Baldrige and NCA • NCA CASI has adopted Baldrige-compatible criteria as the basis of its new district and school accreditation frameworks. • The NCA Higher Learning Commission has created the NCA Academic Quality Improvement Project (AQIP).

  21. The Bottom Line: Results • Improved customer satisfaction and loyalty • Higher return on assets • Greater employee productivity and satisfaction • Increased market share

  22. The Bottom Line: Results • Reduced cycle time • Decreased time to market • Lowered costs • Increased revenue

  23. Richland College 2005 Award Recipient in Education

  24. Jenks Public Schools 2005 Award Recipient in Education

  25. Sunny Fresh Foods, Inc. 1999 and 2005 Award Recipient in Manufacturing

  26. Bronson Methodist Hospital 2005 Award Recipient in Health Care

  27. MESA Products, Inc. 2006 Award Recipient in Small Business

  28. Park Place Lexus 2005 Award Recipient in Small Business

  29. DynMcDermott Petroleum Operations Company 2005 Award Recipient in Service

  30. North Mississippi Medical Center 2006 Award Recipient in Health Care Inpatient Quality of Care

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