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Performance Excellence Awards Status of the Baldrige Enterprise

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  1. Performance Excellence AwardsStatus of the Baldrige Enterprise

  2. Agenda • Review of the Baldrige Performance Excellence Program • Transition to the Baldrige Enterprise • Status of Rocky Mountain Performance Excellence • Opportunity to be an RMPEx Examiner

  3. Baldrige Performance Excellence Program (BPEP) The Malcolm Baldrige National Quality Improvement Act of 1987, Public Law 100-107 • Created Award program to • identify/recognize role model organizations • establish criteria forperformance excellence to evaluate improvement efforts • disseminate/share best practices • Expanded to health care and education (1998) • Expanded to nonprofit (2005) • Managed by NIST, in Department of Commerce

  4. Performance Excellence Program Components • The Criteria for Performance Excellence provide the foundation for identifying opportunities to improve performance. • The criteria consists of a list of activities that are found in high-performing organizations. • The criteria are updated regularly to represent “the leading edge of validated management practice”. • Organizations submit award applications by describing which of those activities they perform and how those activities are performed. • A team of examiners evaluate the application, identifying organizational strengths and opportunities for improvement (OFI) • Organizations sustain the strengths and prioritize the OFI’s with a plan for improvement.

  5. ORGANIZATIONAL PROFILE: ENVIRONMENT, RELATIONSHIPS, AND STRATEGIC SITUATION 2 Strategic Planning 5 Workforce Focus 1 Leadership 7 Results 3 Customer Focus 6 Operations Focus 4 Measurement, Analysis, and Knowledge Management Activities Framework

  6. Evaluating Activity Maturity • Categories 1-6 list the activities that contribute to high performance and ask how those activities are performed. • The activity descriptions provided are evaluated for maturity, using 4 maturity factors: • Is the activity performed in a well-defined, repeatable, measureable manner? • Is the activity performed consistently by or with all relevant individuals, departments, and groups? • Is the activity evaluated and improved? • Does the activity conflict with any other organizational activity or with vision, mission, or values? (Approach) (Deployment) (Learning) (Integration)

  7. Activity Evaluation • Examiners review an organization’s application, evaluating the factors of approach, deployment, learning, and integration. • Strengths and opportunities for improvement can result for any of the four factors (ADLI); an activity could have a strong approach, but not be fully deployed.

  8. Example Organizational Problem Employees complain that leaders & managers operate in reactive, fire-fighting modes, and consistently make decisions based on “gut feel” or listening to the “last person in the office”.

  9. Example Criteria Questions to address Problem Employees complain that leaders & managers operate in reactive, fire-fighting modes, and consistently make decisions based on “gut feel” or listening to the “last person in the office”. OFI’s might be found for A, D, L, or I related to several of the following criteria: Category Criteria questions Leadership 1.1 b(1): How do senior leaders communicate decisions? Leadership 1.1 b (2): How do senior leaders create a focus on action to accomplish the organization’s objectives, improve performance and attain its vision Strategic Planning 2.2 a (1): How do you develop and deploy action plans throughout the organization to achieve your key strategic objectives? Measurement, Analysis, and Knowledge Management 4.1 b (2): How do you translate organizational performance review findings into priorities for continuous and breakthrough improvement and opportunities for innovation?

  10. Local Baldrige-Based Programs • To assist organizations to get involved with the BPEP, local organizations have been created, such as RMPEx • These organizations conduct award programs based on the Baldrige Program • Training on the process and application writing offered • Top level awards equivalent to the national Baldrige award • Simplified lower-level applications/awards offered • An alliance of these local organizations was created to foster growth and improvement • Alliance for Performance Excellence (“the Alliance”) • Website at baldrigepe.org

  11. Local Baldrige-based Programs http://www.baldrigepe.org/alliance/

  12. Baldrige Foundation • A 501c(3) nonprofit, established in 1987 to provide the private sector a means of raising sufficient funds to permanently fund the Award Program. • The Foundation has no oversight of the Baldrige program and has no involvement in the award process. • Contributions from 200+ major organizations http://www.baldrigepe.org/foundation/members.aspx

  13. Baldrige Program Impacts

  14. BPEP Status • As of this year, the Federal Government no longer funds the BPEP program • 2011 funding was ~ $10M. • Although there is no funding, the law mandating a national award is still in effect. • For 2012, the program is continuing using funds provided by the Baldrige Foundation • Actions are underway to transition from a dependence on federal funding to a sustainable enterprise model

  15. Baldrige Enterprise Design • Design Participants • BPEP national staff (Harry Hertz; Bob Fangmeyer, Directors) • Alliance for Performance Excellence (Brian Lassiter, Board Chair) • Baldrige Foundation (Debbie Collard, David Spong, Board Chair) • ASQ (Paul Borawski, CEO) • Design Guidelines • Integrate national and local programs • Retain Presidential tie • Expanded public and private partnerships • Operational solvency • And others

  16. Enterprise Resources.

  17. Baldrige Enterprise Roles (proposed) • BPEP • Maintain/update criteria • Manage contracts to administer the national award • Develop training; train trainers • Alliance for Performance Excellence • Maintain current local programs • Deliver training • Pre-qualify national applicants (be top-level recipients) • ASQ • Administer the national program • Manage conferences • Foundation • Raise funds • Manage and disperse funding.

  18. RMPEx Status • Serving organizations in Colorado, Montana, and Wyoming • 20 organizations are working on 2012 applications • Due May 29 • 10 applications in 2011 • New Executive Director, new website in 2011 • Kim Griffiths replaced Tom Mauro • www.rmpex.org

  19. RMPEx Examiners • Currently have 75 individuals registered to attend training • Registration continues through this month • Fees once charged for attending training (~$250) have been eliminated. • 20+ hours of classroom training are provided, suitable for submission for CEU credit. • See the handout for the impressions of a Boulder ASQ member on his impressions of the examiner experience • See the website for more information and/or to apply

  20. Examination vs Auditing • Audits tend to look for compliance (yes/no answer) • Baldrige-based examination looks for the existence of processes and also evaluates the maturity (ADLI) of the processes found. (yes/no, plus a “score”)

  21. Accomplishment (“Score”) Descriptions • Basic: Fundamental processes are present, but in not enough detail to produce role model results. • Senior leaders lead. • Overall: Role model performance is possible, but not likely unless all components are present. (Award threshold) • Senior leaders guide and sustain, communicate, and encourage high performance • Multiple: Role model performance is likely. • 18 questions (activities) in Senior Leadership item.

  22. Category/Item Question Organization

  23. Thanks for the opportunity to speak with you!Questions, Comments, Suggestions?