INTRODUCTION TO
PERFORMANCE EXCELLENCE
Housekeeping
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Restrooms
Emergency exits
Handouts
© WSQA July 2003
Introduction to Performance Excellence
2
Objectives
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Understand the purpose and framework
of the Baldrige/WSQA Criteria
Understand the uses of the Criteria and
how it may apply in your organization
Introduction to Self-Assessment; tools
and processes
© WSQA July 2003
Introduction to Performance Excellence
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Agenda
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Introductions
Baldrige History
Baldrige Framework
Core Values
Team Exercises
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Criteria Review
Self Assessment
Self Assessment Tools
Self Assessment Process
Resources
© WSQA July 2003
Introduction to Performance Excellence
4
Ground Rules
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Actively participate
During lecture, use clarifying questions
Return on time
Turn off or on vibrate cell phones / pagers
Observe conversational courtesies
Others?
© WSQA July 2003
Introduction to Performance Excellence
5
Introductions
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Name
Criteria team you’re on
Experience with Baldrige or quality
© WSQA July 2003
Introduction to Performance Excellence
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Baldrige History
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Created in 1987, Public Law 100-107
Named for the late Malcolm Baldrige,
Reagan’s Secretary of Commerce
Designed for Manufacturing, Service and
Small Business
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Added Health Care and Education in 1998
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Government & Non-profit in 2006
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Introduction to Performance Excellence
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Baldrige Program Mission
National award that serves as a model for
improving organizations’ management
systems and performance results.
© WSQA July 2003
Introduction to Performance Excellence
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Purpose & Goals
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Establish a management model
Stimulate global competitiveness
Encourage sharing
Create a public/private partnership
Establish criteria for excellence
Recognition for performance
© WSQA July 2003
Introduction to Performance Excellence
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Published Criteria
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Three versions: Business, Health Care,
Education
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Used as an assessment tool
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Provides a set of core values
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Provides common language
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Updated regularly
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Introduction to Performance Excellence
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Criteria Characteristics
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Non-prescriptive and adaptable with
results focus
Systems perspective to manage goal
alignment
Assessment Guidelines to identify
strengths and opportunities for
improvement
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Introduction to Performance Excellence
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Based on Performance Excellence
An integrated system approach designed for:
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delivery of value to customers
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contribution to marketplace success
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focus on organizational effectiveness
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continuous improvement and learning
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Introduction to Performance Excellence
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Most Recent Award Recipients
Baldrige
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Robert Wood Johnson University Hospital; Health Care;
Hamilton, NJ
Monfort College of Business; Education; Greeley, CO
Texas Nameplate; Small Business; Dallas, TX
Bama Cos; Manufacturing; Tulsa, OK
WSQA
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Dri-Eaz Products, Inc.
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Swedish Medical Center
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University of Washington Medical Center
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City of Kent Public Works Operations
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Lynden School District #504
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Richland School District
© WSQA July 2003
Introduction to Performance Excellence
13
% Return on
Investment
2001 Baldrige Stock Study Results
600
500
400
300
200
100
0
All
Whole
Site Visited
Recipients Company 1991-2000
1991-2000 Recipients
1991-2000
Award Recipients
S&P 500
© WSQA July 2003
Introduction to Performance Excellence
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Baldrige Framework
© WSQA July 2003
Introduction to Performance Excellence
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Baldrige Systems Model
4
Measurement, Analysis, and Knowledge Management
© WSQA July 2003
Introduction to Performance Excellence
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Leadership
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Critical for success
Creates the pressure for change
More than just the CEO
Sets the direction
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Introduction to Performance Excellence
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Strategic Planning
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Provides roadmap
What’s and how’s to attain vision
Living management tool
Refreshed annually
© WSQA July 2003
Introduction to Performance Excellence
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Customer and Market Focus
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Continuous input from customers
Feedback loop
Depth of understanding of market
Drivers for changes
© WSQA July 2003
Introduction to Performance Excellence
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Human Resource Focus
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Building capacity
Internal feedback
Vital for success
Support for people to deliver
© WSQA July 2003
Introduction to Performance Excellence
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Measurement, Analysis….
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Technology systems support
Data for decision making
Benchmarking
Comparative data
© WSQA July 2003
Introduction to Performance Excellence
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Mature Process
© WSQA July 2003
Introduction to Performance Excellence
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Core Values and
Concepts
© WSQA July 2003
Introduction to Performance Excellence
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Core Values and Concepts
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Criteria built upon interrelated Core
Values and concepts
Embedded in beliefs and behaviors
found in high-performing organizations
Foundation for key organizational
requirements
© WSQA July 2003
Introduction to Performance Excellence
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Core Values and Concepts
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Visionary Leadership
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Customer-Driven Excellence
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Clear and visible values that guide activities and directions
Take into account all product and service features that add
value to customers and lead to acquisition, satisfaction, loyalty,
preference.
Organizational and Personal Learning
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Continuous improvement of existing approaches and adoption
to change. Employee training, education, development.
© WSQA July 2003
Introduction to Performance Excellence
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Core Values and Concepts
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Valuing Employees and Partners
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Agility
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Capacity for rapid change and flexibility
Focus on the Future
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Committing to satisfaction, development, well-being of
employees and partners
Future orientation and willingness to make long-term
commitments to key stakeholders.
Managing for Innovation
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Innovation is part of culture and integrated into daily work
© WSQA July 2003
Introduction to Performance Excellence
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Core Values and Concepts
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Management by Fact
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Public Responsibility and Citizenship
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Committing to business ethics and public safety. Go beyond
mere compliance
Focus on Results and Creating Value
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Analysis for trends, projections, and cause and effect to
support operations, planning, and performance comparisons.
Create and balance value for all stakeholders
Systems Perspective
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Manage the whole organization, as well as the components.
© WSQA July 2003
Introduction to Performance Excellence
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Team Exercise #1
Envision yourselves as the core team that is
starting a new business:
(Upscale Restaurant; Hair Salon; Dog Groomer;
Management Consultant……)
1. Identify the 3 values you believe will be
significant in making your business a
success
2. Why they are important to you?
3. Be prepared to discuss
© WSQA July 2003
Introduction to Performance Excellence
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Team Exercise #2
Back in your new business team
1. About customers, what must you take
into consideration for your business?
2. Why they are important to you?
3. How are these considerations linked to
your values?
4. Be prepared to discuss
© WSQA July 2003
Introduction to Performance Excellence
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Team Exercise #3
Back in your new business team
1. What are the key processes for your
business?
2. Why they are important to you?
3. How are these linked to your customer
considerations and values?
4. Be prepared to discuss
© WSQA July 2003
Introduction to Performance Excellence
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Criteria Book Contents
© WSQA July 2003
Introduction to Performance Excellence
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Criteria Book Format
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Organization Profile
Seven categories
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Leadership
Strategic Planning
Customer and Market Focus
Measurement, Analysis, and Knowledge Management
Human Resource Focus
Process Management
Results
Glossary
Category and Item Descriptions
© WSQA July 2003
Introduction to Performance Excellence
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Categories & Point Values
1
2
3
4
5
6
7
Leadership
Strategic Planning
Customer and Market Focus
Measurement, Analysis, and
Knowledge Management
Human Resource Focus
Process Management
Business Results
TOTAL
120
85
85
90
85
85
450
1000
© WSQA July 2003
Introduction to Performance Excellence
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Scoring Dimensions
Evaluation dimensions:
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Approach - what
Deployment - how
Categories
1 to 6
Learning - evaluate to improve
Integration - incorporate in practices
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Results - proof of progress
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© WSQA July 2003
Introduction to Performance Excellence
Category 7
34
Scoring Estimates
Estimated Distribution of Scores in Industry
Typical
Industry
Leaders
0-100
World
Class
100-200 200-300 300-400 400-500 500-600 600-700 700-800 800-900
9001000
Scores
© WSQA July 2003
Introduction to Performance Excellence
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Average Category Scores for
2001 Baldrige Applicants
50
40
Service
Health Care
Education
30
20
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© WSQA July 2003
Introduction to Performance Excellence
R
u
es
lts
36
BALDRIGE BASED
SELF-ASSESSMENTS
Richard Zimmerman
René Ewing
What is Self-Assessment?
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Approach for evaluating an organization
Structured method to understand where
you are
Purpose is to improve and change
© WSQA July 2003
Introduction to Performance Excellence
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Benefits
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Develop a plan for the future
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Energize improvement initiatives
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Jump start a change initiative
Empower your workforce
Increase energy, commitment and passion
Focus your organization on common goals
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Track progress over time
© WSQA July 2003
Introduction to Performance Excellence
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Risks
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Denial of results
Distraction from daily work
Wasted effort – don’t do anything with it
Discouragement – how far we have to go
© WSQA July 2003
Introduction to Performance Excellence
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Self Assessment Linkage
Organization Vision
(Future State)
gap
Present State
data
Self-Assessment
Process
priorities
Improvement
Plan
Process
Improvements
© WSQA July 2003
Introduction to Performance Excellence
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Annual Strategic Management
Process
Input Data
Performance
data
Management Planning Stage
Management Review Cycle
Budget
Employee
data
Business –
Economic
trends
Customer
data
Strategic
Plan
Scorecard
Monthly
Mgmt Review
&
Quarterly Executive
Strategic Reviews
Implementation of
strategic initiatives,
operational
plans and
process
improvements
Capital
Plan
Data
Analysis
Self
Assessment
Data
Data
Collection
Annual Strategic Planning Retreat
Recalibrate Using Supporting Data
© WSQA July 2003
Introduction to Performance Excellence
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SWOT Linkage
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Strengths
Internal self-assessments
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Weaknesses
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Opportunities
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Threats
External environmental scans
© WSQA July 2003
Introduction to Performance Excellence
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Assessment Tools
Types of Assessment Tools
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Basic
 Management gut level look
 Checklist
Intermediate
 Baldrige category level assessment
Advanced
 Internal WSQA/Baldrige
 External WSQA/Baldrige
© WSQA July 2003
Introduction to Performance Excellence
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Exercise - Basic Tool
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Score your organization from a senior
management perspective
As a team discuss
 Observations on ease of use of the tool
 Value of results (+/-)
 Learnings
Prepare to share with the class
© WSQA July 2003
Introduction to Performance Excellence
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Exercise - Intermediate tool
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As a team score your organization in
Leadership category
As a team discuss
 Observations on ease of use of the tool
 Value of results (+/-)
 Learnings
 Compare with Basic Tools
Prepare to share with the class
© WSQA July 2003
Introduction to Performance Excellence
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1998 - 2003
DRS Self Assessment Rating Comparisons Chart
2001
2002
2003
2.9
2
2.2
2.8
2.9
3.3
3.8
4.1
4.2
5
4.7
4.9
4.2
4.3
4.4
3.8
4
4
4.3
4.7
5.1
4.4
4.5
5
4.9
5.1
5.3
4
4.1
2.8
3
3
3.3
4
2000
3.6
3.9
4.5
5
4.4
4.7
5
5.1
5.2
5.5
6
1999
5.7
1998
2
1
0
Leadership
Strategic Planning Customer Focus
Info & Analysis
Human Resource
Focus
© WSQA July 2003
Introduction to Performance Excellence
Process Mgmt
Performance
Results
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Assessment Process
Leadership commitment
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Provide public and visible support
Determine scope, approve tool
Set expectations
Allocate resources
Do something with the results
© WSQA July 2003
Introduction to Performance Excellence
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Education
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Senior management; basic understanding of
criteria and tool
Internal staff consultant/expert
Team of facilitators
Begin organization-wide communications
© WSQA July 2003
Introduction to Performance Excellence
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Planning
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It’s a PROJECT
 Plan; expectations/charter, schedule,
deliverables, accountabilities
 Include communications
Engagement of staff
© WSQA July 2003
Introduction to Performance Excellence
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Do the assessment
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Follow plan
 Scheduling; times and places
Communications to organization
© WSQA July 2003
Introduction to Performance Excellence
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Analyze and Report Results
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Consolidate data; immediately
Determine gaps and key learnings
HANDOFF
Management evaluates
Management communicates
© WSQA July 2003
Introduction to Performance Excellence
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Action planning
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Discuss prioritization criteria
Select areas for improvement
Develop action plans
 Who, what, when….
Process for monitoring results
© WSQA July 2003
Introduction to Performance Excellence
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Q&A
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What did you learn?
How can you use it?
What more do you need?
© WSQA July 2003
Introduction to Performance Excellence
56
WSQA Workshops
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Introduction to Performance Excellence
Baldrige Based Self Assessments
Baldrige Case Study
Preparing and Applying for the WSQA
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Examiner training
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© WSQA July 2003
Introduction to Performance Excellence
57
WSQA Annual Calendar
August
Eligibility determination due
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August (first Friday) Examiner applications due
 September
Pre-case study training
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October
Case study training
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November
Award applications due
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December-February Applications reviewed
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May-June
Award recipient announced
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May-June
Award ceremony
------------------------------------------------------------------------------
Fall
PSQC (Public Sector Quality Conference)
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May
WSQA Symposium
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© WSQA July 2003
Introduction to Performance Excellence
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Examiner Review Process
Receive applications
All WSQA applicants
Stage 1
Independent Review
receive a report
No
Judges select for
Consensus Review?
Feedback report
to applicant
Stage 2
Consensus Review
No
Judges select for
Site Visit Review?
Feedback report
to applicant
Stage 3
Site Visit Review
Stage 4
Judges recommend Award
recipients to
NIST Director/DOC
Feedback report
to applicant
© WSQA July 2003
Introduction to Performance Excellence
59
Resources
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www.wsqa.net
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www.quality.nist.gov
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Criteria for Performance Excellence
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Baldrige & WSQA Examiners & Award Recipients
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Conferences
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Public Sector Quality Conference
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Spring Symposium
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Others (ASQ, AQP, Quest for Excellence)
© WSQA July 2003
Introduction to Performance Excellence
60
WSQA Feedback
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Please complete the feedback sheet
Your responses help us improve our
workshops
© WSQA July 2003
Introduction to Performance Excellence
61
Thank you
Dick Zimmerman
253-468-8806
rzimmerman@harbornet.com
René Ewing
206-799-6950
rene.ewing@comcast.net