2011
Baldrige
ld i
e o
ce Excellence
ce e ce
Performance
Program
Presentation by
John M. Mullins
VP for Performance Solutions
Sol tions
Proofpoint Systems, Inc.
July 20, 2011
Criteria for Performance Excellence
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
Agenda




Introduction
S
Some
S
Success St
Stories–
i
th Wi
the
Winners
The Framework and Criteria
How to Incorporate Baldrige into Project
Management
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
Award Recipients:
p
Manufacturing
g
• 3M Dental Products Division
(1997)
• ADAC Laboratories (1996)
• Armstrong Building Products
Operations (1995)
• AT&T Transmission Systems
Business Unit (1992)
• The Bama Companies, Inc.
(2004)
• Boeing Airlift & Tanker
Programs
g
((1998))
• Cadillac Motor Car Company
(1990)
Baldrige Performance Excellence Program | www.nist.gov/baldrige
• Cargill Corn Milling North
America (2008)
• Clarke American Checks, Inc.
(2001)
• Corning Telecommunications
Products Division (1995)
• Dana Corporation—Spicer
Driveshaft Division (2000)
• Eastman
E t
Chemical
Ch i l Company
C
(1993)
• Honeywell
y
Federal Manufacturingg
& Technologies (2009)
• IBM Rochester (1990)
2011
Award Recipients:
p
Manufacturing
g
•
•
•
•
•
•
•
•
•
KARLEE Company, Inc.
(2000)
MEDRAD, Inc. (2003, 2010)
Milliken & Company (1989)
Midway USA (2009)
Motorola CGISS (2002)
Motorola, Inc. (1988)
N tlé Purina
Nestlé
P i PetCare
P tC Co.
C
(2010)
Solar Turbines Inc. ((1998))
Solectron Corporation
(1991 and 1997)
Baldrige Performance Excellence Program | www.nist.gov/baldrige
• STMicroelectronics—
STMicroelectronics
Region Americas (1999)
• Sunny Fresh Foods, Inc.
(2005)
• Texas Instruments Defense
Systems & Electronics
Group (1992)
• Westinghouse Commercial
Nuclear Fuel Division
(1988)
• Xerox Corp. Business
Products & Systems (1989)
• Zytec Corporation (1991)
2011
Award Recipients:
p
Service
• AT&T Consumer Communications
S i
Services
(1994)
• AT&T Universal Card Services
((1992))
• BI (1999)
• Boeing Aerospace Support (2003)
• Caterpillar Financial Services
Corp. U.S. (2003)
• Dana
D
Commercial
C
i l Credit
C dit
Corporation (1996)
• DynMcDermott
y
Petroleum
Operations (2005)
Baldrige Performance Excellence Program | www.nist.gov/baldrige
• Federal Express Corporation (1990)
• GTE Directories Corporation (1994)
• Merrill Lynch Credit Corporation
(1997)
• Operations Management
International, Inc. (2000)
• Premier Inc. (2006)
• The Ritz-Carlton Hotel Company,
L L C (1992,
L.L.C.
(1992 1999)
• Xerox Business Services (1997)
2011
Award Recipients:
p
Small Business
•
•
•
•
•
•
•
•
•
•
•
•
Ames Rubber Corporation (1993)
Branch Smith Printing Division (2002) •
Branch-Smith
•
Custom Research Inc. (1996)
Freese and Nichols Inc
Inc. (2010)
•
Globe Metallurgical Inc. (1988)
•
Granite Rock Company
p y ((1992))
•
K&N Management (2010)
•
Los Alamos National Bank (2000)
Marlow Industries, Inc. (1991)
•
MESA Products, Inc. (2006)
•
MidwayUSA (2009)
•
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Pal’s Sudden Service (2001)
Park Place Lexus (2005)
PRO-TEC Coating Company
(2007)
Stoner, Inc. (2003)
Studer Group (2010)
Sunny Fresh Foods (1999)
Texas Nameplate Co., Inc.
(1998, 2004)
Trident Precision Manufacturing,
Inc. (1996)
Wainwright Industries, Inc. (1994)
Wallace Co., Inc. (1990)
2011
Award Recipients:
p
Education
• Ch
Chugach
h SSchool
h l Di
District
t i t (2001)
• Community Consolidated School District 15
(2003)
• Iredell–Statesville Schools (2008)
• Jenks Public Schools (2005)
• Kenneth W. Monfort College of Business (2004)
• Montgomery County Public Schools (2010)
• Pearl River School District (2001)
• Richland College (2005)
• University of Wisconsin–Stout (2001)
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
A
Award
dR
Recipients:
i i t H
Health
lth Care
C
• Advocate Good Samaritan
Hospital (2010)
• AtlantiCare (2009)
• Baptist Hospital, Inc. (2003)
• Bronson Methodist Hospital
(2005)
• Heartland Health (2009)
• Mercy Health System (2007)
• North Mississippi Medical
Center (2006)
Baldrige Performance Excellence Program | www.nist.gov/baldrige
• Poudre Valley Health System
(2008)
• Robert Wood Johnson
University Hospital Hamilton
(2004)
• Saint
S i Luke’s
L k ’ Hospital
H i l off
Kansas City (2003)
• Sharpp HealthCare ((2007))
• SSM Health Care (2002)
2011
Award Recipients: Nonprofit

City of Coral Springs (2007)

U.S. Army Armament Research,
Development and Engineering Center
(ARDEC; 2007)

Veterans Affairs (VA) Cooperative Studies
Program Clinical Research Pharmacy
Coordinating Center (2009)
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
7 Categories
g
of the
Business/Nonprofit Criteria







Leadership
Strategic Planning
Customer Focus
Measurement, Analysis, and
Knowledge Management
Workforce Focus
Operations Focus
Results
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
The Role of Core Values and Concepts
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
Core Values and Concepts

Vi i
Visionary
leadership
l d hi

Customer-driven excellence

Organizational and personal learning
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
Core Values and Concepts

Valuing workforce members and
partners

Agility

Focus on the future

Managing
g g for innovation
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
Core Values and Concepts

Management by fact

Societal responsibility

Focus on results and creating value

Systems perspective
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
Baldrige
g Criteria Framework:
A Systems Perspective
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
O
Organizational
i ti
l Profile
P fil
What are your key organizational characteristics?
P.1 Organizational Description
•
Organizational Environment
• Product Offerings
• Vision and Mission
• Workforce
W kf
Profile
P fil
• Assets
• Regulatory Requirements
•
Organizational Relationships
• Organizational
g
Structure
• Customers and Stakeholders
• Suppliers and Partners
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
P.2 Organizational Situation
What is your organization’s strategic situation?
p
Environment
• Competitive
• Competitive Position
• Competitive Changes
• Comparative Data
•Strategic Context – “Key
Key business
business, operational
operational, societal
responsibilities, and human resource strategic challenges and
advantages?”
• Performance Improvement System
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
Category Point Values
1
2
3
4
5
6
7
Leadership
120
Strategic Planning
85
Customer Focus
85
Measurement, Analysis, and
Knowledge Management
90
W kf
Workforce
Focus
F
85
Operations Focus
85
Results
450
TOTAL POINTS
1 000
1,000
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
1. Leadership (120 pts.)
Senior leaders’ actions, organizational
governance and societal responsibilities
governance,
1.1 Senior Leadership (70 pts.)
1.2 Governance and Societal Responsibilities
p
((50
pts.)
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
2. Strategic Planning (85 pts.)
Strategic and action planning, and
implementation of plans
2.1 Strategy
gy Development
p
((40 ppts.))
2.2 Strategy Implementation (45 pts.)
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
3. Customer Focus (85 pts.)
How an organization listens to the voice of the
customer and engages its customers
3 1 Voice
3.1
i off the
h Customer
C
(45
(4 pts.))
3.2 Customer Engagement (40 pts.)
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
4. Measurement, Analysis, and
Knowledge Management (90
pts.)
Analysis, review, and improvement of organizational performance
Management of information
information, knowledge,
knowledge and information technology
4.1
. Measurement,
easu e e t, Analysis,
a ys s, and
a d Improvement
p ove e t of
o
Organizational Performance (45 pts.)
44.22 Management
M
off IInformation,
f
i
K
Knowledge,
l d andd
Information Technology (45 pts.)
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
5. Workforce Focus (85 pts.)
How an organization
H
i i builds
b ild an effective
ff i
workforce environment and engages, develops,
andd manages iits workforce
kf
5.1 Workforce Environment (40 pts.)
5 2 Workforce Engagement (45 pts.)
5.2
pts )
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
6. Operations Focus (85 pts.)
How an organization designs, manages, and
i
improves
its
i workk systems andd workk processes
and prepares for emergencies
6.1 Work Systems (45 pts.)
6.2 Work
k Processes (40
( pts.))
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
7. Results ((450 p
pts.))
Performance and improvement in all key areas
Current performance levels
levels, trends,
trends and comparative
data
7.1 Product and Process Outcomes (120 pts.)
7.2 Customer
Customer-Focused
Focused Outcomes (90 pts.)
7.3 Workforce-Focused Outcomes (80 pts.)
7.44 Leadership
d hi andd Governance
G
O
Outcomes (80
pts.)
7.5 Financial and Market Outcomes (80 pts.)
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
Questions
ti
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
Baldrige Based Award Programs in 2010
Baldrige-Based
36 active state, local, and regional programs

For 30 of the state and local award
programs:*
— 327 award applications
— 2,003 examiners trained
27 Baldrige Award recipients first earned the
highest-level
g
award in their states.

* As reported to the Alliance for Performance Excellence.
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
2009 Award Recipients
If you’re considering your own Baldrige quest, please do that. . . . It’s a
very rewarding
di jjourney. It really
ll bbrings
i
your team
t
together,
t th allll off your
employees. It builds upon success and allows you to strive for
continuous improvement in delivering for your customer and then
internally driving employee satisfaction and engagement.
—Anthony Brancato, III, president,
Honeywell Federal Manufacturing & Technologies, L.L.C.
The veteran is the benefactor of what we provide for our clinical trials,
trials
and I think that the Baldrige Program actually enabled us to transform
the organization from being good to a great organization, one that is very
hi h performing.
high
f i
— Mike Sather, director, VA Cooperative Studies Program
Clinical Research Pharmacy Coordinating Center
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
2009 Award Recipients
If you want sustainability in an organization, and you want to go from
‘great’ to ‘really, really great,’ you’ve got to have some kind of a model . . .
and Baldrige is that model! . . . MidwayUSA has benefited tremendously
from the Baldrige Criteria: Our sales are up over 20 percent per year over
the last five years. Our profits are up over 40 percent per year for that
same time. Customer satisfaction at 93 percent is at an all-time high.
Employee satisfaction, at 82 percent, is at an all-time high also. All the
winds are blowing in the right direction at MidwayUSA, and it’s all
because of our efforts in engaging the Baldrige Criteria.
— Larry Potterfield, CEO, MidwayUSA
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
2009 Award Recipients
The Baldrige journey for us has really never been about winning the
crystal. It’s about being worthy, . . . accelerating our performance, . . ..
transforming our organization, making it a better place for our physicians to
practice achieving stronger clinical outcomes
practice,
outcomes, . . . creating a great work
environment, and eventually getting to this vision of ours of building
healthy communities.
—David Tilton, president and CEO, AtlantiCare
Baldrige is a commitment to excellence that never ends. . . . We want to
learn every day, we want to be better every day, and Baldrige gave us the
framework . . . to pursue that journey of excellence.
excellence
—Mark Laney, president and CEO, Heartland Health
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Item Format
2011
Item number
Basic item requirements
(in item title)
Item title
Item point value
Type of information
to provide in
response
Overall item requirements
(specific topics to address)
Areas to address
Subheads summarizing
g
multiple requirements
Item notes
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Multiple
requirements
(individual
Criteria
questions)
2011
Item Format
Item notes have the following
p p
purposes:
•clarify key terms and
requirements
•give instructions
•indicate/clarifyy important
linkages
Nonprofit-specific item note
(in italics)
Location of item description
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
Steps Toward Mature Processes
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2011
F More
For
M
IInformation
f
ti





Criteria booklets
Self assessment tools based on the Criteria
Self-assessment
Award recipient videos and profiles
Case studies
Connections to the Baldrige community
www.nist.gov/baldrige
baldrige@nist.gov
(301) 975-2036
Baldrige Performance Excellence Program | www.nist.gov/baldrige