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Use of the Georgia Oglethorpe Award Logo is restricted to current Key Investors, Award Recipients, and the office of

Georgia Oglethorpe Award Process, Inc.

People are encouraged to share the information which follows as an official Georgia Oglethorpe presentation. No one is permitted to use the Georgia Oglethorpe Award name for marketing purposes or the Georgia Oglethorpe Award logo, without written consent of the executive director, Georgia Oglethorpe Award Process, Inc.

slide3

Georgia Oglethorpe Award Process, Inc.

An Overview of the Framework, System, and Process

The Georgia Oglethorpe Criteria for Performance Excellence

Fall/ Winter - 2006/ 2007

note to readers
Note to Readers

Georgia Oglethorpe exists to provide

education, assessment, and recognition.

It is not in the consulting business.

Information provided here is intended to educate you and members of your organization about what basic considerations an organization must address to create and sustain high performance.

The how is your choice.

performance excellence in georgia and the u s

Performance Excellence in Georgia and the U.S.

Presented to:

Those interested in improving their business results and outcomes.

Presented by:

Georgia Oglethorpe Award Process, Inc.

outline of slides
Outline of Slides
  • Introduction to Performance Excellence Awards
    • Overview of Georgia Oglethorpe Award Process, Inc.
    • Overview of National Baldrige Award
  • The Criteria for Performance Excellence: A Systems Perspective
    • Criteria System Framework
    • Organizational Profile
    • Criteria Categories and Items
outline of slides continued
Outline of Slides (continued…)
  • How the Criteria and Scoring are used to assess your organization
  • What steps are available for assessment
  • What it means to receive the Award
  • Where you might go from here (suggestions, not a prescription)
  • Other assessment options
  • How to contact the Georgia Oglethorpe Office
what is georgia oglethorpe award process inc
What is Georgia Oglethorpe Award Process, Inc.?
  • Public-private partnership
    • Mission –

Leading Georgia’s Organizations to

Improve Performance

  • Vision –

Georgia Outperforming the World!

  • Modeled after the Malcolm Baldrige National Quality Award Criteria and Award Process
what is georgia oglethorpe award process inc continued
What is Georgia Oglethorpe Award Process, Inc.? (continued…)
  • Recognizes organizational performance achievements
  • Raises awareness of systems thinking (everything is an interdependent part of a bigger picture)
  • Promotes information sharing
  • Promotes strategic and tactical approaches to organizational performance
  • Provides education, assessment and recognition to all types and sizes of organizations
  • Provides a three-step approach for your “never ending” performance excellence journey
slide11

Georgia Oglethorpe

Leading Georgia’s Organizations to Improve Performance

Annual Conference & Awards Banquet

Georgia Focus Recognition Self-Assessment Tool (Step 1)

Workshops and Seminars for Potential Applicants and Users of the Criteria

Georgia Progress Award (Step 2)

Georgia Oglethorpe Award Assessment, Feedback & Recognition Process based on the Malcolm Baldrige National Quality Award Model (Step 3)

Performance Excellence Showcase to Enable Learning from Award Winners

Annual Board of Examiners Training to Educate Examiners, Team Leads and Judges

User Network Serious Wannabe Applicants and Users of the Criteria for Performance Excellence

historical perspective
Historical Perspective
  • Baldrige established in 1987 to recognize U.S. organizations for quality and performance achievements
  • Established as a diagnostic tool for self- and third-party assessments
  • 70+ nations have Baldrige-based award processes
  • 40 states have Baldrige-based award processes
  • Initial focus was on the manufacturing industry
  • Current focus is on all sector organizations (business, industry, government, education, healthcare, and nonprofits)
characteristics of high performing organizations
Characteristics of High Performing Organizations
  • Focus on customers and key stakeholders
  • Are proactive with little need to be reactive
  • Desire to improve and keep pace with changing organizational needs
  • Align strategies, goals, objectives, processes, and actions with vision and mission
  • Manage by fact
  • Rank among the leaders in their industry/ sector
  • Commit to life-long learning and improvement
why georgia uses a common criteria for all sector organizations
Why Georgia Uses a Common Criteria for All Sector Organizations
  • Increases the ability to communicate and share model practices between different types of organizations
  • Enhances learning both within and between the sectors
  • Encourages an inclusive process for sharing – vs. an exclusive one
what the criteria are not
What the Criteria are Not!
  • Six Sigma
  • Lean Manufacturing
  • ISO 9000
  • Re-engineering
  • Balanced Score Card
  • Kaizen Teams
  • Hoshin Planning
what the criteria are
What the Criteria Are!

An interdependent set of Criteria which include all the basic considerations an organization must address to create and sustain high performance.

criteria enable you to achieve a mature business system

Criteria Enable You to Achieve a Mature Business System

…You run it.

It does not run you!

20 / 80

criteria structure
Criteria Structure
  • Seven Categories
  • Nineteen Items (basic requirements)
  • Multiple Areas to Address (multiple requirements)
  • Non-prescriptive (ask “what”)
    • Process Categories ask for “how”
    • Results Category asks for “results”data and information”
criteria structure continued
Criteria Structure continued…
  • Process Categories expect:
    • Approach
  • Deployment
  • Learning
  • Integration
criteria structure continued1
Criteria Structure continued…
  • Results Category expects:
    • Performance levels
  • Trends
  • Comparisons
  • Linkages
  • Results Category identifies:
    • Gaps
slide23

Organizational Profile: Environment, Relationships,

& Challenges

  • Critically Important because it:
  • Serves as the most important starting point for understanding your organization
  • Enables you to ensure the processes you use to run your organization and what you measure is linked and aligned with what is important to you
slide24

Organizational Profile: Environment, Relationships,

& Challenges continued…

  • Top leaders and managers must clearly define the organization and what is important – so others can understand their priorities

Enables you to work on your business, not in your business.

organizational profile
Organizational Profile

Is a snapshot of your organization, the

key influences on how your operate,

and the key challenges you face.

slide26

Organizational Profile

P2

Key Organizational

Challenges

P1

Organizational Description

  • What are:
  • Your key organizational
  • characteristics?
    • - Organizational environment
    • - Organizational relationships
  • Describe your:
  • Competitive environment
  • Key strategic challenges
  • System for performance
  • improvement
slide27

Leadership

The Leadership Category examines how your

organization’s senior leaders guide and sustain

your organization.

Also examined are your organization’s

governance and how your organization addresses

ethical, legal, and community responsibilities.

slide28

Leadership

1.1

Senior Leadership:

How you as senior

leaders lead?

1.2

Governance and Social

Responsibilities:How

you govern and address

social responsibilities?

  • Describe how:
  • Guide and sustain
  • Communicate with employees
  • Encourage high performance
  • Describe :
  • Your governance system
  • Describe how:
  • Address public responsibilities
  • Ensure ethical behavior
  • Practice good citizenship
slide29

Strategic Planning

The Strategic Planning Category examines how your

organization develops strategic objectives and action

plans.

Also examined are howyour chosen strategic

objectives and action plans are deployed and changed

if circumstances require, and how progress is measured.

slide30

Strategic Planning

2.1

Strategy Development:

How you develop

strategy?

2.2

Strategy Deployment:

How you deploy

strategy?

  • Describe how:
  • Establish strategy and strategic
  • objectives
  • Address strategic challenges
  • Describe how:
  • Convert strategic objectives into
  • action plans
slide31

Customer and Market Focus

The Customer and Market Focus Category examines how

your organization determines the requirements, needs,

expectations, and preferences of customers and markets.

Also examined is howyour organization builds

relationships with customers and determines the key

factors that lead to customer acquisition, satisfaction,

loyalty, and retention and to business expansion and

sustainability.

slide32

Customer and Market

Focus

  • Describe how:
  • Determine customers’ requirements,
  • needs, expectations and preferences
  • Market to ensure continuing relevance
  • of products and services and to
  • develop new business opportunities

3.1

Customer and Market

Knowledge:

How you use this?

3.2

Customer Relationships

and Satisfaction: How you

build relationships? How you

grow satisfaction and loyalty?

  • Describe how:
  • Build relationships to acquire,
  • satisfy, and retain customers
  • Increase customer loyalty
  • Determine customer satisfaction
slide33

Measurement, Analysis, and Knowledge Management

The Measurement, Analysis, and Knowledge Management

Category examines how your organization selects,

gathers, analyzes, manages, and improves it data,

information, and knowledge assets.

Also examined is howyour organization reviews its

performance

slide34

Measurement, Analysis, & Knowledge Management

4.1

Measurement, Analysis,

and Review of Organizational

Performance: How you do

this?

  • Describe how:
  • Measure, analyze, align, review, and
  • improve performance data and
  • information at all levels and in all parts
  • of organization
  • Describe how:
  • Ensure quality and availability of
  • needed data and information for
  • employees, suppliers, partners,
  • collaborators, and customers
  • Build and manage knowledge assets

4.2

Information and Knowledge

Management: How you

manage these?

slide35

Human Resource Focus

The Human Resource Focus Category examines how your

Organization’s work systems and your employee learning

and motivation enable all employees to develop and utilize

their full potential in alignment with your organization’s

overall objectives, strategy, and action plans.

Also examined are your organization’s efforts to build and

maintain a work environment and employee support

climate conducive to performance excellence and to

personal and organizational growth.

slide36

Human Resource Focus

5.1

Work Systems: How you

enable employees to

accomplish work?

  • Describe how:
  • Work and jobs enable
  • employees and the organization to
  • achieve high performance
  • Compensation, career progression,
  • and related workforce practices enable
  • achievement of high performance

5.2

Employee Learning and

Motivation: How you

contribute to employee

learning and motivate

employees?

5.3

Employee Well-Being

and Satisfaction: How

you contribute to

well-being and grow

satisfaction?

See next page…

See next page…

slide37

Human Resource Focus

(continued…)

5.2

Employee Learning and

Motivation: How you

contribute to employee

learning and motivate

employees?

5.3

Employee Well-Being

and Satisfaction: How

you contribute to

well-being and grow

satisfaction?

  • Describe how:
  • Your employee education, training,
  • and career development support
  • achievement of objectives and
  • contribute to high performance
  • Your education, training, and career
  • development build employee knowledge,
  • skills, and capabilities
  • Describe how:
  • You maintain a work environment
  • and an employee support climate
  • that contribute to well-being,
  • satisfaction, and motivation of all
  • employees
slide38

Process Management

The Process Management Category examines the key

aspects of your organization’s process management,

including key product, service, and organizational

processes for creating customer and organizational

value and key support processes. This Category

encompasses all key processes and all work units.

slide39

Process Management

6.1

Value Creation Processes:

How you identify and

manage key processes?

  • Describe how:
  • Identify and manage key value
  • creation processes for delivering
  • customer value and achieving
  • organizational success and growth

6.2

Support Processes and

Operational Planning: How

you Identify and manage

support processes and

accomplish operational

planning?

  • Describe how:
  • Manage key processes that support
  • value creation processes
  • Describe:
  • Processes for financial management
  • and continuity of operations in an
  • emergency
slide40

Results

The Results Category examines your organization’s

performance and improvement in all key areas –

product and service outcomes, customer satisfaction,

financial and marketplace performance, human

resource outcomes, operational performance and

leadership and social responsibility. Performance

levels are examined relative to those of competitors

and other organizations providing similar products

and services.

slide41

Results

7.1

Product and Service

Outcomes: What are your

product and service

performance results?

Summarize key product

and service performance results.

Segment results by product and service

types and groups, customer groups,

and market segments, as appropriate.

Include appropriate comparative data.

7.2

Customer-Focused

Outcomes: What are

your customer-focused

performance results?

  • Summarize key customer-focused results, including customer satisfaction and customer-perceived value.
  • Segment results by product and service types or groups, customer groups, and market segments, as appropriate.
  • Include appropriate comparative data.
slide42

Results (continued…)

7.3

Financial and Market

Outcomes: What are

your financial and

market results?

Summarize key financial

and marketplace performance results by

customer or market segments, as

appropriate.

Include appropriate comparative data.

Summarize key human resource results,

including work system performance and

employee learning, development, well-being,

and satisfaction.

Segment results to address the diversity of

your workforce and the different types and

categories of employees, as appropriate.

Include appropriate comparative data.

7.4

Human Resource

Outcomes: What are

your human resource

results?

slide43

Results (continued…)

Summarize key

operational results that

contribute to the improvement of

organizational effectiveness.

Segment results by product and service

types and groups, and by market

segments, as appropriate.

Include appropriate comparative data.

7.5

Organizational Effectiveness

Outcomes: What are your

organizational effectiveness

results?

7.6

Leadership and Social

Responsibility

Outcomes: What are

your leadership and

social responsibility

results?

Summarize key governance, senior leadership,

and social responsibility results, including

evidence of ethical behavior, fiscal accountability,

legal compliance, and organizational citizenship.

Segment results by organizational units, as

appropriate.

Include appropriate comparative data.

criteria rating system

{

APPROPRIATE

SYSTEMATIC

ALIGNED

{

CURRENT PERFORMANCE

PERFORMANCE RELATIVE TO COMPARISONS

PERFORMANCE TRENDS AND BREADTH

CRITERIA RATING SYSTEM
  • PROCESSES – Categories 1 - 6
    • APPROACH (METHODS)
    • DEPLOYMENT (EXTENT & BREADTH APPLIED)
  • RESULTS – Category 7
    • RESULTS
slide47

Three Step

Process

Baldrige Award

(For those eligible.)

Maturity and

Recognition

Options

Georgia

Oglethorpe Award

Step 3

Georgia

Progress Award

Step 2

Georgia

Focus Recognition

Step 1

steps toward a mature system strategic and operational goals

Strategy

Strategy

1. Reacting to Problems

2. Early Systematic Approach

Strategy

Strategy

3. Aligned Approach

4. Integrated Approach

Steps Toward A Mature SystemStrategic AND Operational Goals
slide49

What it Means to Receive the Award...

  • Results - have improving trends and comparative data with good to very good performance levels
  • Results address your customers,

governance and ethics, operations, employees, owners, suppliers, and other key stakeholders

slide50

What it Means to Receive the Award...

  • Results are not accidental
  • Results are attributed to sound, systematic processes
  • Evaluation and improvement are embedded in your business

You run your business. It does not run you!

slide51

What it Does Not Mean to Receive the Award …

  • An organization --
    • Is perfect
    • Will never face problems
  • That the extended organizational family understands or embraces the philosophy
where you might go from here
Where You Might Go From Here
  • Continue learning about the Criteria
    • Participate in the Georgia Oglethorpe Board of Examiners training
  • Contact the Georgia Oglethorpe office about customized training for your organization
  • Attend the Georgia Oglethorpe and Baldrige annual conferences
  • Download samples of self-assessments and case studies from the Baldrige web site
  • Revisit customers and customer groups, and determine their needs and wants
where you might go from here continued
Where You Might Go From Herecontinued…
  • Learn what your other key stakeholders need and want, e.g., your employees, financial providers, etc.
  • Review your list of competitors and reasons they are considered your competitors
  • Partner with education and non-education organizations experienced in using the Criteria
  • Complete a self-assessment
  • Analyze your self-assessment results
  • Develop a plan for improvement with a manageable set of priorities
other assessment options
Other Assessment Options
  • Internal assessments
    • Use (experienced/ knowledgeable)

examiners from within your organization

    • Hire (experienced/ knowledgeable) third

party examiner (s)

  • Use a combined team of both internal and

external (experienced/ knowledgeable)

examiners

  • Internal surveys
    • Completed by select groups within the

organization

slide55

Complete a self-assessment –then submit it to Georgia Oglethorpe to receive third-party feedback from members of our all-volunteer Board of Examiners.

ASSESSMENT OPTIONScontinued…

in summary
IN SUMMARY

I realize that I may not have succeeded in

answering all of your questions…..

Indeed, I feel I have not answered any of them completely.

The answers I have provided likely only serve to raise a whole new set of questions, which only lead to more problems, some of which we weren’t even aware were problems.

To sum it up …. we may be confused but we are confused on a higher level and about more important things.

Author Unknown

questions
QUESTIONS ?

You may contact the Georgia Oglethorpe Office at:VM: 404.232.3808EM: goap@mindspring.comOr, visit our web site at:www.GeorgiaOglethorpe.org

we are happy you are helping to move us toward

We are happy you are helping to move us toward…

Georgia:Outperforming the World !!!

slide60

SM

SM

key themes explained
Key Themes – Explained
  • Are key findings during the evaluation of your submission – relative to your Organizational Profile
  • Key Themes are the high-level conclusions examiners draw when completing their assessment of your organization using your response to questions found both in the Criteria requirements and the Organizational Profile
key themes explained continued
Key Themes - Explainedcontinued…
  • A key theme is:
    • A strength or opportunity for improvement (OFI) that addresses a central requirement of the Criteria,
    • Common to more than one Item or Category (cross-cutting),
    • Especially significant in terms of your Organizational Profile, and/or
    • Addresses a Core Value of the Criteria.
key themes explained continued1
Key Themes - Explainedcontinued…
  • Key Themes respond to the three points below (specific to your organization):
    • Most important strengths or outstanding practices
  • Your most significant opportunities, concerns, or vulnerabilities
  • Most significant strengths, opportunities, vulnerabilities, and/or gaps (related to data, comparisons, linkages) found in your response to Results Items
key themes sample potential observations
KEY THEMES (Sample/ Potential Observations)
  • Gaps between your Organizational Profile and your responses to the Core Values and Category/ Item questions
  • Alignment unclear between performance indicators/ measures and process based actions
  • Absence of objective evidence supporting linkage between goals, objectives, vision, mission and performance indicators
  • Inconsistency of information
  • Approaches to your business appears to be reactive
system framework

4.1 – 4.2

Measurement, Analysis and

Knowledge Management

Results

System Framework

1.1 – 1.2

Organization Leadership

and Direction Setting

Start Here

3.1 – 3.2

Customer Knowledge and

Relationship Management

2.1 – 2.2

Strategy Development

and Implementation

5.1- 5.3

Work Systems and

Employee Management

6.1 – 6.2

Process Design and

Management