2012. Baldrige Performance Excellence Program. Criteria for Performance Excellence. Baldrige Performance Excellence Program | www.nist.gov/baldrige. Seven Categories of the Business/Nonprofit Criteria. Leadership Strategic Planning Customer Focus
Item point value
Basic item requirements (in item title)
Type of information to provide in response
Overall item requirements (specific topics to address)
Multiple requirements (individual Criteria questions)
Areas to address
Subheads summarizing multiple requirements
Nonprofit-specific item note (in italics)
Location of item description
From Fighting Fires to Innovation
P.1 Organizational Description
P.2 Organizational Situation
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
Senior leaders’ actions, organizational governance, and societal responsibilities
1.1 Senior Leadership (70 pts.)
1.2 Governance and Societal Responsibilities (50 pts.)
Strategic and action planning, andimplementation of plans
2.1 Strategy Development (40 pts.)
2.2 Strategy Implementation (45 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.)
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.)
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.)
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.)
Performance and improvement in all key areas
Current performance levels, trends, and comparative data
7.1 Product 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 pts.)
Since 2003, Baldrige has improved MEDRAD in so many different dimensions. It’s all about continuous improvement. … By embracing all of the key dimensions of Baldrige, the company has doubled in size this year as a business of Bayer Health Care. We are $690 million in revenue, as of the end of 2010.
— Samuel Liang, President and CEO, MEDRAD
We call it eating our own cooking. … when you teach it, you also have to do it. That's why the Baldrige journey was so important to us. … we had so many of our clients win the Baldrige [Award], and apply for the Baldrige [Award], and we felt that we needed to also be on this journey with it.
—Quint Studer, Founder and CEO, Studer Group
The Baldrige opportunity, on its own, was a way for us to get a very disciplined, external perspective, an examination of our business, of how we manage our business. … That’s a very valuable thing. I can’t imagine what you’d have to pay a consultant to do that. It’s been a terrific journey.
— Patrick McGinnis, President and CEO, Nestlé Purina Pet Care Co.
When you look at the Baldrige Criteria, what a great road map to say if you can do the things in all these categories and do them well, you’re going to be a well-run company.
— Robert F. Pence, President and CEO, Freese and Nichols Inc.
Personally I measure [success] by are we achieving excellence. And, of course, being a Baldrige [Award] recipient is probably the ultimate validation of that. But I don’t focus primarily on profitability or growth. I focus on are we achieving excellence. And the means we use to do that is delighting every guest that walks in our door.
—Ken Shiller, Co-Owner and Cofounder of K&N Management