2011-2012 Baldrige Criteria

8/22/2019 2011-2012 Baldrige Criteria

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20112012

Criteria forPerformanceExcellence


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The MalcolM Baldrige NaTioNal QualiTy award

A Public-Private Partnership

Building active partnerships in the public sectorand among theprivate sector and all levels o governmentis undamental tothe success o the Baldrige Perormance Excellence Program inimproving national competitiveness. Privatesector support or theprogram in the orm o unds, volunteer eorts, and participationin public outreach continues to grow.

o ensure the continued growth and success o these partnerships,each o the ollowing organizations plays an important role.

Foundation for the Malcolm Baldrige

National Quality Award

Te Foundation or the Malcolm Baldrige National QualityAward was created to oster the success o the program. Teoundations main objective is to raise unds to permanentlyendow the award program.

Prominent leaders rom U.S. organizations serve as oundationtrustees to ensure that the oundations objectives are accom-

plished. A broad cross section o organizations throughout theUnited States provides fnancial support to the oundation.

National Institute of Standards

and Technology

Te National Institute o Standards and echnology (NIS),an agency o the U.S. Department o Commerce, manages theBaldrige Perormance Excellence Program. NIS promotesU.S. innovation and industrial competitiveness by advancingmeasurement science, standards, and technology in ways thatenhance economic security and improve our quality o lie. NIScarries out its mission in our cooperative programs, including

the Baldrige Perormance Excellence Program. Te other threeare the NIS laboratories, conducting research that advances thenations technology inrastructure and is needed by U.S. industryto continually improve products and services; the HollingsManuacturing Extension Partnership, a nationwide networko local centers oering technical and business assistance tosmaller manuacturers; and the echnology Innovation Program,

which provides costshared awards to industry, universities, andconsortia or research on potentially revolutionary technologiesthat address critical national and societal needs.

American Society for Quality

Te American Society or Quality (ASQ) assists in administeringthe award program under contract to NIS. ASQs vision is tomake quality a global priority, an organizational imperative, anda personal ethic and, in the process, to become the communityor all who seek quality concepts, technology, or tools to improvethemselves and their world.

Board of Overseers

Te Board o Overseers advises the Department o Commerceon the Baldrige Perormance Excellence Program. Te board isappointed by the secretary o commerce and consists o distin-guished leaders rom all sectors o the U.S. economy.

Te board evaluates all aspects o the program, including theadequacy o the Criteria and processes or determining awardrecipients. An important part o the boards responsibility is tassess how well the program is serving the national interest anneeded, recommend changes and improvements to the secretao commerce and to the director o NIS.

Board of ExaminersTe Board o Examiners evaluates award applications and prepeedback reports. Te Panel o Judges, part o the Board oExaminers, makes award recommendations to the director oNIS. Te board consists o leading experts rom U.S. busineand education, health care, and nonproft organizations. NISselects members through a competitive application process. Tcurrent board consists o more than 575 members. O these, 1(who are appointed by the secretary o commerce) serve as judand approximately 90 serve as senior examiners. All members the board must take part in an Examiner Preparation Course.

Board members also play a signifcant role in sharing inormat

about the program. Teir membership in hundreds o proes-sional, trade, community, and state organizations helps themdisseminate this inormation.

Award Recipients

Award recipients are required to share inormation on theirsuccessul perormance strategies with other U.S. organizationHowever, recipients are not required to share proprietary inotion, even i such inormation was part o their award applicatTe principal mechanism or sharing inormation is Te QuesExcellence Conerence, held annually. wo regional conerenare also held annually to oer additional orums or sharing th

applicants best practices.For more than 20 years, award recipients have demonstrated tcommitment to improving U.S. competitiveness and urtherinthe U.S. pursuit o perormance excellence by also generouslysharing inormation with hundreds o thousands o companieeducation organizations, health care organizations, governmenagencies, nonproft organizations, and others. Tis sharing arexceeds expectations and program requirements. Tese eortshave encouraged many other organizations in all sectors o theU.S. economy to undertake their own perormance improvemeorts.

The Alliance for Performance ExcellenceTe Alliance or Perormance Excellence (http://www.baldrige.org/alliance), a nonproft national network, aims to enhance success and sustainability o its member Baldrigebased prograTe Alliances member organizations promote the use o theBaldrige Criteria; disseminate inormation on the Baldrige Awprocess and Baldrige concepts; serve as a eeder system or thenational program, providing a signifcant number o examinerand award applicants; network with the Baldrige PerormanceExcellence Program and each other; and receive and use theBaldrige Criteria or Perormance Excellence and other prograand training materials rom the national program.
http://www.baldrigepe.org/alliancehttp://www.baldrigepe.org/alliancehttp://www.baldrigepe.org/alliancehttp://www.baldrigepe.org/alliance


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Baldrige Performance Excellence ProgramNational Institute of Standards and Technology Department of Commerce

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D ? O ? Are We Making Progress?Are We Making Progras Leaders?. Oz B C , z .

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Need some useful tools to begin the Baldrige challenge? Try using Getting Started with the Baldrige Criteria,

available on our Web site at http://www.nist.gov/baldrige/enter/self_started.cfm easyInsight: Take a First Step toward a Baldrige Self-Assessment,

available at http://www.nist.gov/baldrige/publications/easy_insight.cfm

Are We Making Progress?andAre We Making Progress as Leaders?available at http://www.nist.gov/baldrige/publications/progress.cfm

Optional Self-Analysis Worksheet (Word le to download), available at http://www.nist.gov/baldrige/publications/business_nonprot_criteria.cfm

Besides using these resources from the Baldrige Performance Excellence Program, visit

http://www.baldrigepe.org/alliance to get support from Baldrige-based programs in your state or local are

Baldrige Performance Excellence Program NIST Administration Building, Room A600 100 Bureau Drive, Stop 1020 Gaithersburg, MD 20899Telephone: (301) 975-2036 Fax: (301) 948-3716 E-Mail: [email protected] Web Site: http://www.nist.gov/baldrige
mailto:[email protected]://www.nist.gov/baldrige/enter/self_started.cfmhttp://www.nist.gov/baldrige/enter/self_started.cfmhttp://www.nist.gov/baldrige/enter/self_started.cfmhttp://www.nist.gov/baldrige/publications/easy_insight.cfmhttp://www.nist.gov/baldrige/publications/easy_insight.cfmhttp://www.nist.gov/baldrige/publications/easy_insight.cfmhttp://www.nist.gov/baldrige/publications/progress.cfmhttp://www.nist.gov/baldrige/publications/progress.cfmhttp://www.nist.gov/baldrige/publications/progress.cfmhttp://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfmhttp://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfmhttp://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfmhttp://www.baldrigepe.org/alliancehttp://www.baldrigepe.org/alliancehttp://www.baldrigepe.org/alliancemailto:[email protected]://www.nist.gov/baldrigehttp://www.nist.gov/baldrigehttp://www.nist.gov/baldrigemailto:[email protected]://www.baldrigepe.org/alliancehttp://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfmhttp://www.nist.gov/baldrige/publications/progress.cfmhttp://www.nist.gov/baldrige/publications/easy_insight.cfmhttp://www.nist.gov/baldrige/enter/self_started.cfmmailto:[email protected]


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The QuesT for excellence

The 23rd and 24th Annual

Quest for Excellence Conferences

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A Q Ex 2011 .

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The Malcolm Baldrige

National Quality Award

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The MalcolmBaldrigeNationalQualityAwardlogoandthephrases TheQuestforExcellenceandPerformanceExcellencearetrademarksand

service marks of the National Institute of Standards and Technology.
mailto:[email protected]://www.nist.gov/baldrigehttp://www.nist.gov/baldrigemailto:[email protected]


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conTenTsThe 20112012 Criteria for Performance Excellence

1 C P Ex F

3 C P ExI L

4 C P Ex

4 P: Oz P

7 1 L

10 2 S P

13 3 C F

16 4 M, A, K M

18 5 W F

21 6 O F

23 7 R

About the Criteria

27 C 20092010 C

29

C R G34 C I D

49 C V C

55 K C C

56 G K

Scoring

66 S S

68 P S G

69 R S G

Application Information

71 A M B N Q A

72 F 2011 2012 A C

73 S E R

74 H O B P Ex P M

76 Ix K

Education and health care organizations should use the appropriate Criteria

booklets for their respective sectors. See pages 7475 for ordering information.

If you plan to apply for the award in 2011 or 2012, you also will need the Baldrige Award Application

Forms, which can be downloaded at http://www.nist.gov/baldrige/publications/Award_Application.cfm

The award application process consists of two steps: the rst is to provide a completed

EligibilityCerticationPackage,andthesecondistosubmitacompletedAwardApplicationPackag

See pages 7173 for due dates and other information.

We are easy to reach. Our Web site is http://www.nist.gov/baldrige.
http://www.nist.gov/baldrige/publications/Award_Application.cfmhttp://www.nist.gov/baldrigehttp://www.nist.gov/baldrigehttp://www.nist.gov/baldrige/publications/Award_Application.cfm


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Baldrige Criteria for Performance Excellence FrameworkA Systems Perspective

2StrategicPlanning

1Leadership

3Customer

Focus

5Workforce

Focus

7Results

6Operations

Focus

4Measurement, Analysis, and Knowledge Management

Organizational Profile:Environment, Relationships, and Strategic Situation


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criTeria for Performance excellence framework

T C P Ex , :

1 Leadership

2 Strategic Planning

3 Customer Focus

4 Measurement, Analysis, and Knowledge

Management

5 Workforce Focus

6 Operations Focus

7 Results

T .

F , .

Organizational Prole

Y Oz P ( ) x z . Y z , , , , z .

Performance System

T x B .

L ( 1), S P ( 2), C F ( 3) . T z .S z z.

W F ( 5), O F ( R ( 7) . Yz z .

A R

, - , - , , .

T z , z . F, L ( 1) R( 7). T -

System Foundation

M, A, K M( 4) z -, - . M, .

Criteria Structure

T C .

Items

T 17 , . I 3. T 29.

Areas to Address

I ().Oz .


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Baldrige Performance Excellence ProgramHonors the 2008 Award Recipients

O D 2, 2009, W, D.C., 2008 B A : C CM N A (CCM) Wz, M (); I-S S (I-SS) S, N C(); P V H S (PVHS) FC, C ( ). C , (1) U.S. V P J B; (2) U.S. S C G L; (3) S L, I-SS C

B E D W. C, I-SS S BJ, F M B N QA C J Ax; (4) M H, M B; (5) S L, PVHS D PI P J. N, PVHS P/CEO R F.S, J Ax; (6) S L, CCM P

A W, C, I. C C Ex OG P, J Ax.


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criTeria for Performance excellenceiTem lisTing

P Preface: Organizational Prole

P.1 Oz D

P.2 Oz S

Categories and Items Point Values

1 Leadership 120

1.1 S L 70

1.2 G S R 50

2 Strategic Planning 85

2.1 S D 40

2.2 S I 45

3 Customer Focus 85

3.1 V C 45

3.2 C E 40

4 Measurement, Analysis, and Knowledge Management 90

4.1 M, A, I Oz P 45

4.2 M I, K, I 45

5 Workforce Focus 85

5.1 W E 40

5.2 W E 456 Operations Focus 85

6.1 W S 45

6.2 W P 40

7 Results 450

7.1 P P O 120

7.2 C-F O 90

7.3 W-F O 80

7.4 L G O 807.5 F M O 80

TOTAL POINTS 1,000

Note: The scoring system used with the Criteria itemsin a Baldrige assessment can be found on pages 6670.


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criTeria for Performance excellence

The Importance of Beginning with Your Organizational Prole

Y Oz P

it is the most appropriate starting point for self- ;

it helps you identify potential gaps i ;

it is used by the examiners and judges in application review, including the site visit, to understand your organization ( C z, , , , Oz P);

it also may be used by itself for an initial self-. I , , , Oz P , .

P Preface: Organizational Prole

Organizational Profile:Environment,Relationships and Strategic Situation

2Strategic

5

Planning

1Leadership

3

Focus

CustomerFocus

Operations

Workforce

7Results

6

Focus


T OrganizationalProle z, key how , key .

P.1Organizational Description: What are your key organizational characteristics?

Describe your organizations operating environment and your keyrelationships with customers, suppliers, partners, andstakeholders.

W , :

a. Organizational Environment

(1) ProductOerings W z ( 1 )? W z ? W ?

(2)Vision andmission W z ? W

purpose, vision, values, mission? W z core competencies mission?

(3)Workforce Prole W workforce ? W workforce segments?W ? W key mission vision? W z workforce diversity, z , key workforce, ?

(4)Assets W , , ?

(5) Regulatory Requirements W z ? W ; , , ; ; , , ?

b. Organizational Relationships

(1) Organizational Structure W z governance ? W governance , senior leaders, z, ?

(2) customers andstakeholders W key segments, customer , stakeholder , ? W key x , customer , ? W x segments, customer, stakeholder ?

(3) Suppliers andpartners W key , partners, collaborators? W , partners, collaborators key customer ? W key , partners, collaborators?

W , , z innovations z? W key- ?


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Notes:

N1. P (P.1[1]) . S z . For som. M - nonprofit organizations, requirements also might include admi , , - istrative cost reductions, at-home services, and rapid response to, . Nonprofit organizations might emergencies.refer to their product offerings as programs, projects, or services.

N6. C (P.1[3])

N2. C (P.1[2]) z- - , x. Y z , -, W-, . F z, , . . C

N7.Many nonprofit organizations rely heavily on volunteers to accomplish their work. These organizations should include . A, volunteers in the discussion of their workforce (P.1a[3]). .

N8. For nonprofit organizations, industry standards (P.1a[5])N3.W ( might include industrywide codes of conduct and policy guidanz ; P.1[3])

The term industry is used throughout the Criteria to refer to ,

the sector in which you operate. For nonprofit organizations, th, , , - , sector might be charitable organizations, professional association

. and societies, religious organizations, or government entitiesoN4. C (P.1[2]) subsector of one of these.x, , , . W N9. For some nonprofit organizations, governance and reportin

relationships (P.1b[1]) might include relationships with major . Y agency, foundation, or other funding sources. , , , , N10. Customers (P.1b[2]) include the users and potential users

z of your products. In some nonprofit organizations, customers

. might include members, taxpayers, citizens, recipients, clients,and beneficiaries. Market segments might be referred to as

N5. C constituencies.

(P.1[2]) - , ,, , ,

F , 3435., , - ,

Information for Understanding All Criteria Items

For denitions of key terms presented throughout the Criteria and scoring guidelines text in small caps, see theGlossary of Key Terms on pages 5664.

Frequently, several questions are grouped under one number (e.g., P.1a[3]). Tese questions are related and donot require separate responses. Tese multiple questions serve as a guide in understanding the full meaning of tinformation being requested.

Te items in the Baldrige Criteria are divided into three groups: the Preface, which denesyour organizationalenvironment; categories 16, which deneyour organizationsprocesses; and category 7, which contains yourresultsfor your organizations processes. Only responses to the last two groups are scored during a Baldrige

Award evaluation of an organization; the OrganizationalProle items are used to provide context for theevaluation.

Item notes serve three purposes: (1) to clarify terms or requirements presented in an item, (2) to give instructioand examples for responding to the item requirements, and (3) to indicate key linkages to other items. In allcases, the intent is to help you respond to the item requirements.

A number of item notes include guidancespecicallyfornonprotorganizations. Tisinformation appears in ital


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P.2Organizational Situation: What is your organizations strategic situation?

Describe your organizations competitive environment, your key strategic challenges andadVantages, and your systemfor performance improvement.

W , :

a. Competitive Environment

(1) Competitive Position W ? W z ? W z?

(2) Competitiveness Changes W key , innovation , ?

(3) Comparative Data W key ? W key ? W , , ?

b. Strategic Context

W key , , , strategic challenges advantages?

c. Performance Improvement System

W key performance , , z learning, innovation processes?

Notes:

N1. S (P.2) , , , , , z, , .S , , , x, , . Forsome nonprofit organizations, differentiators also might include

your relative influence with decision makers, ratio of administra-tive costs to programmatic contributions, reputation for program

or service delivery, and wait times for service.

N2. P (P.2) z ( 6670). T B x x . A B

z L E S, Sx S, ISO (.., 9000 14000), .

A z

N3. Nonprofit organizations frequently are in a highlycompetitive environment; they often must compete with other

organizations and with alternative sources for similar services tosecure financial and volunteer resources, membership, visibility inappropriate communities, and media attention.

N4. For nonprofit organizations, the term business (P.2b) isused throughout the Criteria to refer to your main mission area oenterprise activity.

F , 35.

Page Limit

F B A , Oz P . T . Oz P . T Baldrige Award Application Forms, ://..///A_A..
http://www.nist.gov/baldrige/publications/Award_Application.cfmhttp://www.nist.gov/baldrige/publications/Award_Application.cfm


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Organizational Profile:Environment,Relationships,and Strategic Situation

2StrategicPlanning

3Customer

ocus

5Workforce

Focus

Re

6Operations

Focus


traPla

1

usFo

Leadership (120 pts.)1

T Leadership x how z senior leaders z. A x z governance how z , , key .

1.1

Senior Leadership: How do your senior leaders lead? (70 pts.)

ProceDescribe hoW senior leaders actions guide and sustain your organization. Describe hoW senior leaders communicate

with your Workforce and encourage high performance.

W , :

a. Vision, Values, and mission

(1) Vision andValues How senior leaders z vision values? How senior leadersdeploy z vision values leadership system, workforce, key partners, customers stakeholders, ? How senior leaders z values?

(2) Promoting Legal andethicalBehaVior How senior leaders ethical behavior? How z ?

(3) Creating asustainaBle Organization How senior leaders sustainable z? How seniorleaders ?

z performance , mission strategic objectives, innovation, performance , z

workforce customer x customerengagement

z workforce learning

z learning, , z

b. Communication and Organizational Performance

(1) Communication How senior leaders workforce? How seniorleaders ?

, - z

key

high performance customer

(2) Focus on Action How senior leaders z , performance, vision? How senior leaders ? How seniorleaders value customers stakeholders z performance x?

Notes:

N1. Oz (1.1[1]) x , 2.1 2.2.

N2.A z (1.1[3]) , , . B x . I x, z z .

A z .

A z , , ( 1.2).

N3.A (1.1[2]) , , , z. I


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N5. For nonprofit organizations that rely on volunteers to; Sx S L. I accomplish their work, responses to 1.1b(1) also should discuss z your efforts to communicate with and engage the volunteer ( 2.2[1]). workforce.

N4.Y z 7.17.5. F , 3536.

1.2 Governance and Societal Responsibilities: How do you govern andfulll your societal responsibilities? (50 pts.) Process

Describe your organizations goVernance system andapproach to leadership improvement. Describe hoWyour organiza-tion ensures legal andethical BehaVior, ullls its societal responsibilities, and supports its keycommunities.

W , :

a. Organizational goVernance

(1) goVernance System How z key governance?

governance ,

x

stakeholder ,

(2) performance Evaluation How performance senior leaders, x? How performance x ? How performance governance , ? How senior leaders governance performance effectiveness leadership system, ?

b. Legal and eThical BehaVior

(1) Legal and Regulatory Behavior How ?

How ? How , effective - processes, ? W key processes, measures, goals , ? W key processes, measures, goals ?

(2) ethicalBehaVior How z ethical behavior ? W key processes measures indicators ethical behavior governance, z, customers, partners, , stakeholders? How ethical behavior?

c. Societal Responsibilities and Support ofkey Communities

(1) Societal Well-Being How - ? How - , , ?

(2) Community Support How z key ? W key ? How z , core competencies? How senior leaders, workforce, ?


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Notes:

N1. S z S D ( 2.1) O F( 6). K , ( );

, - , ; , , L G O ( 7.4).

N2. (1.2[1]) . For some nonprofit organizations, an external advisoryboard may provide some or all of the governance board functions.For those nonprofit organizations that serve as stewards of public

funds, stewardship of those funds and transparency in operationsare areas of emphasis.

N3. L (1.2[2])

, , . For some nonprofit and

government organizations, external advisory boards might evaluatethe performance of senior leaders and the governance board.

N4. M (1.2[2]) ,

, , z , , . T ,

, .

N5.A 1.2 (.., ); ,, ; ,, .

N6. T 1.2; 5.1.

N7. Nonprofit organizations should report in 1.2b(1), as appropriate, how they address the legal and regulatory requirements astandards that govern fundraising and lobbying activities.

N8. For some charitable organizations, societal contributions asupport of key communities (1.2c) may occur totally through thmission-related activities of the organization. In such cases, it isappropriate to respond with any extra efforts through which ysupport these communities.

F , 3637.

Assessment of Item Responses

I C ; Oz P; , , . R 6670.

I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged in disciplinedthought and taking disciplined action to create great organizations that produce exceptional results.

J C, Good to Great:Why Some Companies Make the Leap . . . and Others Dont


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ofile:and Strategic Situation

1Leadership

Focus

5orkforceFocus

7Results

6Operations

Focus


rganizational Profinvronment, ea t on s,s and Str

rsh p

ustomerFocus

W

Op

Strategic Planning (85 pts.)2

T Strategic Planning x how z strategic objectives action plans. A x how strategic objectives actionplans , how .

2.1 Strategy Development: How do you develop your strategy? (40 pts.) Process

Describe hoWyour organization establishes its strategy to address its strategic challenges and leverage its strategicadVantages. Summarize your organizations key strategic oBjectiVes and their relatedgoals.

W , :

a. Strategy Development Process

(1) Strategic Planningprocess How z ? W key process? W key ? How process ? How core competencies, strategic challenges, strategic advantages ( OzP)? W - - z? How z ? How process z?

(2) Strategy Considerations How key ? How z process?

z , , ,

, , , customer , , ,

- z sustainability, core competencies, projections performance z performance

x b. sTraTegic oBjecTiVes

(1) keystrategic oBjectiVes W key strategic objectives ?W goals strategic objectives?

(2) strategic oBjectiVe Considerations How strategic objectives ?

strategic challenges strategic advantages innovation , ,

z core competencies core competencies - - key stakeholders

Notes:

N1. S z . S z , , ,, ( 4.2 z), . S ,, , . For some nonprofitorganizations, strategy development might involve participation byorganizations providing similar services or drawing from the samedonor population or volunteer workforce.

N2. T .S : ; ; ; ;

, ,, ; ; ; .S , , - , , - z . I .

N3.Y z , , , (2.1[2]) z , , : , x, ; - ; ;


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z; ; , ; ; z ; - , , ; ,

, , , , , ; , ; ; ; z; z.

N4.Y x (2.1[2]) z . I z , , x .

N5. S (2.1[2]) ,z, -

, , , , ISO , , W- ,

. R 2.1 z .

N6. I 2.1 z , . H, ; 3.2 6.1, .

F , 3738.

2.2 Strategy Implementation: How do you implement yourstrategy? (45 pts.) Proce

Describe hoWyour organization converts its strategic oBjectiVes into action plans. Summarize your organizationsaction plans, hoWthey are deployed, andkey action plan performance measures or indicators. Project your organiza-tions future performance relative to keycomparisons on these performance measures or indicators.

W , :

a. acTion Plan Development and DePloymenT

(1)action plan Development How action plans? W key - -action plans strategic objectives? W key , ,

, customers , partners, ?(2)action plan Implementation How deploy action plans z workforce

key partners, , key strategic objectives? How key action plans ?

(3) Resource Allocation How action plans, ? How ? How z?

(4)Workforce Plans W key workforce - - strategic objectives action plans? How workforce workforce capability capacity ?

(5) performance measures W key performance measures indicators effectiveness action plans? How action plan z alignment? How key deployment stakeholders?

(6)action plan Modication How action plans x ?

b. Performance ProjecTions

F key performance measures indicators 2.2(5), performance projections - - z? H performance measures indicators performance z? H key benchmarks, goals, performance, ? I performance z, how ?


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Notes:

N1. S C. T x :

1.1 z

3

4 , , , , ,

5 ,

, -

6 , ,

7.1 z

N2. M (2.2) ; z ; ; ; , , ; .

F , 3839.

TeBaldrige Award Program is still one of the best in the entire maelstrom of awards. Teresthe

Nobel Prize, the Oscars, and all that, but the Baldrige Award is right up there! Its inspiring.Its exciting. It makes us proud.

L B, x, J K, M B


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3 Customer Focus (85 pts.)


2StrategicPlanning

1Leadership

5Workforce

Focus

Re

6Operations

Focus

and Knowledge Management

sh p

Op

4Measurement, Analysis, and Knowle

T CustomerFocus x how z customers - . T engagement how z voice of its customers, customer , customer innovation.

3.1 Voice of the Customer: How do you obtain informationfrom your customers? (45 pts.) Proce

Describe hoWyour organization listens to your customers and gains satisfaction and dissatisfaction information.

W , :

a. cusTomer Listening

(1) Listening to Currentcustomers How customers ? How customers, customer , segments? How W- customers, ? How customer ? How customers , customer , ?

(2) Listening to Potential customers How customers, customers, customers

, customer , , ?

b. Determination ofcusTomer Satisfaction and engagemenT

(1) Satisfaction andengagement How customer engagement? How customer segments, ? How x customers x customersengagement?

(2) Satisfaction Relative to Competitors How customers ? How customers levels customers z products benchmarks, ?

(3) Dissatisfaction How customer ? How customers x x ?

Notes:

N1. T - . V--- , , , x, . T . L

, , , , , , .

N2. U W- (3.1[1]) . U z z

, , , z.

N3. T (3.1[1]) - . T , , x, .

N4. D (3.1) :, , , , , / , , . I W, , . D . D


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. .

N5. D (3.1[2]) N6. For additional considerations on products and the business , of nonprofit organizations, see item P.1, note 1, and item P.2,z note 4., z. D F , 3940.

3.2 Customer Engagement: How do you engage customers to servetheir needs and build relationships? (40 pts.) Process

Describe hoWyour organization determines productoerings and communication mechanisms to supportcustomers.Describe hoWyour organization builds customerrelationships.

W , :

a. Product Offerings and cusTomer Support

(1) ProductOerings How customer ? How x x customer segments ( Oz P)? How

, customers, x x customers, ?

(2) customerSupport How customers customer ? How customer ? W key customer , key ? How customers, customer , segments? How customers key ? How customer deployed processes customer ?

(3) customerSegmentation How customer, , customer segments? How customers customers ? How customers, customer, segments ?

(4) customerData Use How customer, , , customer- , innovation?

b. Building cusTomer Relationships

(1) Relationship Management How , , customers ?

customers

customers, , x x customer

engagement

(2) Complaint Management How customer ? How customer process effectively? How customer

process customers engagement?


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Notes:

N1. C . C ,

z,

.N2. P . P (3.2) . T x, z. T , , ,

, , , z , . K . Y

7.1, () 7.2.

N3. T (3.2[2]) z x.

N4. B (3.2) .

F , 40.

Teveteran is the benefactor of what we provide . . . and I think that the Baldrige Programactually enabled us to transform the organization from being good to a great organization,one that is very high-performing.

M S, 2009 B A VA C S P C R P C C

We didnt apply the [Baldrige] concepts . . . to win an award. We did it to win customers. We didit to grow. We did it to prosper.

E D, CEO 1993 B A E C C


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Strategic WorkforcePlanning Focus

1

2 5

Leadership

3 6Customer Operations

Focus Focus


7Results

Measurement, Analysis, and Knowledge Management (90 pts.)4

TMeasurement,AnAlysis, and Knowledge Management x how z , , z, , , , knowledge assets how . T x how z performance.

4.1 Measurement, Analysis, and Improvement of Organizational Performance:How do you measure, analyze, and then improve organizational performance? (45 pts.) Process

Describe hoWyour organization measures, analyzes, reviews, and improves its performance through the use of data andinformation at all levels and in all parts of your organization.

W , :

a. Performance Measurement

(1) performance measures How , , , z performance, strategic objectives actionplans? W key z performance measures, key - -

measures? H measures? How z innovation?

(2) Comparative Data How effective key innovation?

(3) customerData How effective voice-of-the-customer ( ) innovation?

(4) Measurement Agility How performance x z x ?

b. Performance analysis and Review

How z performance ? How key z performancemeasures ? W analyses ?How z , performance, , strategic objectives action plans? How z z ?

c. Performance Improvement

(1) Best-Practice Sharing How performance z work processes?

(2) Future performance How performance key performance?

(3) Continuous Improvement andinnoVation How z performance innovation? How deployed - z? W , how

deployed , partners, collaborators zalignment?

Notes:

N1. P (4.1) - z , ,, z .

N2. C (4.1[2]) .

B , z . C z z .


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N3. Oz (4.1) z C , 2.1 2.2. T x B.

N4. P (4.1) x

; z, , ; , - , . P , ,

. A, : -, ,, .

N5. T z z 2.

N6.Y z 7.17.5.

F , 4042.

4.2 Management of Information, Knowledge, and Information Technology:How do you manage your information, organizational knowledge,and information technology? (45 pts.) Proce

Describe hoWyour organization builds and manages its knoWledge assets. Describe hoWyour organization ensures thequality and availability of needed data, information, software, and hardware for your Workforce, suppliers, partners,collaBorators, andcustomers.

W , :

a. Data, Information, and Knowledge Management

(1) Properties How z , , ?

(2) Data and Information Availability How workforce,

, partners, collaborators, customers, ?

(3) Knowledge Management How z ?

workforce

customers, , partners, collaborators

, ,

innovation processes

b. Management of Information Resources and Technology

(1) Hardware and Software Properties How , , -?

(2) Emergency Availability I , how

effectively customers ?

Note:

N1. D (4.2[2]) .

F , 4243.


24/88

,

5 Workforce Focus (85 pts.)

Organizational PrEnvironment,Relationships,

2StrategicPlanning

1Leadership

3Customer

Focus

Results

Focus


ganizational Profile:lationshi s, and Strategic Situation

r

Result

Operations

T WorkforCeFocus x workforce capability capacity workforce high performance.T x how z , ,

workforce z alignment z mission, , action plans.

5.1Workforce Environment: How do you build an effective andsupportive workforce environment? (40 pts.) Process

Describe hoWyour organization manages Workforce capaBilityandcapacityto accomplish the work of the organization.Describe hoWyour organization maintains a safe, secure, and supportive work climate.

W , :

a. workforce caPaBiliTy and caPaciTy

(1) capaBilityandcapacity How workforce capability capacity , ,, ?

(2) NewWorkforce Members How , , , workforce? How workforce , , customer ?

(3) Work Accomplishment How z workforce ?

z

z z core competencies

customer

x performance x

strategic challenges action plans

(4) Workforce Change Management How workforce capability capacity? How workforce, , , workforce, z workforce , ? How workforce ?

b.workforce Climate

(1) Workplace Environment How , , workforce , , ? W performance measures goals workforce ? W performance measures ?

(2) Workforce Policies andBenets How workforce , , ? how workforce workforce segments?

Notes:

N1. W z. I z , , - , z. I , , . P 6 . For nonprofitorganizations that also rely on volunteers, workforce includesthese volunteers.

N2. W (5.1) z , , , . C

; ; , , ; , , .

W (5.1) z

, .

N3.W 2.


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N4. 5.1(2) . , x , , 5.2, W E. .

N5. P F , 43. (5.1[4]) , ,

5.2

Workforce Engagement: How do you engage your workforce toachieve organizational and personal success? (45 pts.) Proce

Describe hoWyour organization engages, compensates, and rewards your Workforce to achieve high performance.Describe hoWyou assess Workforce engagement and use the results to achieve higher performance. Describe hoWmembers of your Workforce, including leaders, are developed to achieve high performance.

W , :

a. workforce Performance

(1) Elements ofengagement How key workforce engagement? How key workforce ? How

workforce segments?

(2) Organizational Culture How z z ,

high-performance work, workforce? How z , , workforce?

(3) performance Management How workforce performance ?

high-performance work workforce engagement

workforce , , ,

customer action plans

b. Assessment ofworkforce engagemenT

(1)Assessment ofengagement How workforce engagement? W measures workforce engagement workforce ?How measures workforce segments? How indicators, workforce , , , , productivity,

workforce engagement?

(2) Correlation with Business results How workforce engagement key results 7 workforce engagement results?

c. workforce and Leader Development

(1) learning and Development System How learning workforce ?

z core competencies, strategic challenges, action plans, - -

z performance innovation

customer learning , - ,

, senior leaders

workforce

(2) learning and DevelopmenteffectiVeness How effectiveness learning ?

(3) Career Progression How effective workforce? how effective ?


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Notes:

N1. W x , , , , z.

N2. T - (5.2[2] 5.2[3]),

z, .T - 58.

N3. C, , (5.2[3]) , , . In some government organizations, compensation systemsare set by law or regulation. However, since recognition caninclude monetary and nonmonetary, formal and informal, andindividual and group mechanisms, reward and recognition systemsdo permit flexibility.

N4. I (5.2[2]) - 7.3 - z 7 .

N5.Y z

, , . I , 5.2 . Y z , , ,, , - x.

F , 4345.

If youre considering your own Baldrige quest, please do that. I would encourage you to get your team andyour leadership behind such a journey. Its a very rewarding journey. It really brings your team together, allof 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.

A B, III, 2009 B A H F M & , L.L.C.

When we open a new store we give every hourly employee 120 hours of training. Someone said, What ifyou spend all that money and time and they leave? And I said, What if you dont and they stay?

P B, 2001 B A P S S


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6 Operations Focus (85 pts.)

T operAtionsfoCus x how z , , work systems work processes customer value z sustainability. A x .

6.1Work Systems: How do you design, manage, and

improve your work systems? (45 pts.)

Proce


2StrategicPlanning

1Leadership

3Customer

Focus

5Workforce

Focus

Re

Measurement, Analysis,

r

e

4ysis, and Knowledge Management

6Operations

Focus

Describe hoWyour organization designs, manages, and improves its Work systems to deliver customer Value, prepare forpotential emergencies, and achieve organizational success andsustainaBility.

W , :

a. work sysTem Design

(1) Design Concepts How work systems? How z core competencies? How processes work systems z ( key work processes) x ?

(2)Worksystem Requirements How key work system , customers, , partners, collaborators, ? W key

work systems?

b. work sysTem Management

(1)Worksystem Implementation W z work systems? How work systems customer value z sustainability?

(2) Cost Control How work systems? How , , z customers productivity , ? How z , , process performance , ?

c. Emergency Readiness

How work system ? How , , , ?

Notes:

N1. W z . W , , , , . Y

x , , .

N2. D (6.1) -, -, -, , . E 4.2.

F , 45.

To get the process exactly right is going to be cheaper and is going to be better.

B G, 1988 B A M


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6.2Work Processes: How do you design, manage, and improveyour key work processes? (40 pts.) Process

Describe hoWyour organization designs, manages, and improves its key Work processes to deliver customer Value andachieve organizational success andsustainaBility.

W , :

a. work Process Design

(1) Design Concepts How work processes key ? How , z , x, processes? How cycle time, productivity, , effectiveness processes?

(2)Workprocess Requirements How key work process ? W zkey work processes? W key work processes?

b. work Process Management

(1) keyWorkprocess Implementation How key work processes work systems? How -- processes key process ? W keyperformance measures indicators - measures workprocesses?

(2) Supply-Chain Management How ? How

performance customer ? How performance? How ?

(3) process Improvement How work processes performance, , ?

Notes:

N1.Y (6.2[2]) , , -, , . Y z , , . P x.P .

N2. (6.2[3]) , z

L E S, Sx S , ISO , P-D-C-A, . T P.2 OzP.

N3. T 7.1.

F , 4546.

Teeconomic environment isdicultfor Cargill Corn Milling, as it isdicultfor many manufacturingcompanies today. But . . . by utilizing the processes and tools that weve learned from Baldrige, were ableto not only meet these challenges but actually excel in them.

A W, 2008 B A C C M


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f7 Results (450 pts.)


2StrategicPlanning

1Leadership

3Customer

Focus

5Workfor

Focus

6Operations

Focus


orceus

ionssT results x z performance

key process , customer- , workforce- , governance , . Performance levels x z .

7.1Product and Process Outcomes: What are your product performanceand process effectiveness results? (120 pts.) Resu

Summarize your organizations keyproductperformance andprocess effectiVeness andefciencyresults. Includeprocesses that directly serve customers, strategy, and operations. segmentyour results by productoerings, bycustomegroups and marketsegments, and byprocess types and locations, as appropriate. Include appropriate comparative data.

P :

a. cusTomer-Focused Product and Process resulTs

W levels trends key measures indicators process performance customers? H results performance z ?

b.Operational Process effecTiVeness resulTs

(1) Operational effectiVeness W levels trends key measures indicators performance key work systems processes, productivity, cycle time, measures process effectiveness, , innovation?

(2) Emergency Preparedness W levels trends key measures indicators effectiveness work system ?

c. Strategy Implementation resulTs

W results key measures indicators z actionplans, core competencies?

Notes:

N1. R 7.1 z ( 4.1); z (4.2); - ( 7.2) ( 7.5).

N2. P 7.1 x P.1(2), 3.1 3.2. T , P.1,

5, 3.2, 2.N3. R 7.1 Oz P 6.1 6.2.

N4.A (7.1) , --, x

, , ; ; , , ; ;

; ; x;

x.

N5. M (7.1) 2.1(1) 2.2(5) 2.2, .

N6. For some nonprofit organizations, product or service per-formance measures might be mandated by your funding sourcesThese measures should be identified and reported in your responto this item.

F , 4647.


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7.2 Customer-Focused Outcomes:What are your customer-focusedperformance results? (90 pts.) Results

Summarize your organizations key customer-focusedresults for customersatisfaction, dissatisfaction, andengagement.segmentyour results by productoerings, customergroups, and marketsegments, as appropriate. Include appropriatecomparative data.

P :

a. cusTomer-Focused resulTs

(1) customerSatisfaction W levels trends key measures indicators customer ? H results customer levels z ?

(2) customerengagement W levels trends key measures indicators customerengagement, ? H results customer , ?

Notes:

N1. C , , , N2. M -

z (7.2[1]) P.1(2) 3 3.1. z.

F , 4748.

7.3Workforce-Focused Outcomes: What are your workforce-focusedperformance results? (80 pts.) Results

Summarize your organizations key Workforce-focusedresults for your Workforce environment and for Workforceengagement. segmentyour results to address the diVersityof your Workforce and to address your Workforce groups and

segments, as appropriate. Include appropriate comparative data.P :

a. workforce resulTs

(1)Workforce capaBilityandcapacity W levels trends key measures workforcecapability capacity, ?

(2)Workforce Climate W levels trends key measures indicators workforce, workforce , , workforce , ?

(3)Workforce engagement W levels trends key measures indicators workforceengagement workforce ?

(4)Workforce Development W levels trends key measures indicators workforce ?

Notes:

N1. R 5. Y 6 z 2.2.

N2. R 7.3(3) 5.2(1).

N3. Nonprofit organizations that rely on volunteers shouldinclude results for their volunteer workforce, as appropriate.

F , 48.


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7.4 Leadership and Governance Outcomes: What are yoursenior leadership and governance results? (80 pts.) Resu

Summarize your organizations key senior leadership andgoVernance results, including those for scal accountability,legal compliance, ethical BehaVior, societal responsibility, and support ofkeycommunities. segmentyour results byorganizational units, as appropriate. Include appropriate comparative data.

P :

a. Leadership, goVernance, and Societal Responsibility resulTs

(1) Leadership W results key measures indicators senior leaders workforce deploy vision values, - , ?

(2) goVernance W key trends key measures indicators governance , x, ?

(3) Law and Regulation W results key measures indicators ?

(4) Ethics W results key measures indicators ethical behavior stakeholder z senior leaders governance? W results key measures indicators ethical behavior?

(5) Society W results key measures indicators z z key ?

Notes:

N1. R 7.4(1) 1.1.

N2. R 7.4(2) , x , . For some nonprofit organizations, results of IRS 990audits also might be included.

N3. R (7.4[3]) 1.2. W- (.., O S H A [OSHA] ) 7.3(2).

N4. F x (7.4[4]), 1.2, 4.

N5. R 7.4(5) z 1.2(1) 1.2(1),

1.2(2)M - ;

, , (.., ); .

F , 48.

One of the big things about process is you measure everything and you ndyoure not quite as good as whatyou thought you were. But more importantly, you ndoutspecicallythe areas you need to improve.

E Sz, CEO 1996 B A D C C C


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7.5 Financial and Market Outcomes: What are your nancial andmarketplace performance results? (80 pts.) Results

Summarize your organizations keynancial and marketplace performance results by marketsegments or customergroups, as appropriate. Include appropriate comparative data.

P :

a. Financial and Market resulTs

(1) Financial performance W levels trends key measures indicators performance, measures , , performance, ?

(2) Marketplace performance W levels trends key measures indicators performance, , , , ?

Notes:

N1. R 7.5(1) , (ROI), , ,

. R , , -- , , z, . M 4.1(1) 2.2.For nonprofit organizations, additional measures might include

performance to budget, reserve funds, cost avoidance or savings,administrative expenditures as a percentage of budget, and the cosof fundraising versus funds raised.

N2. For nonprofit organizations, responses to 7.5a(2) mightinclude measures of charitable donations or grants and the numbeof new programs or services offered.

F , 48.

If you want sustainability in an organization, and you want to go from great to really, really great,youve got to have some kind of a model . . . and Baldrige is that model! . . . MidwayUSA hasbenettedtremendously from the Baldrige Criteria: Our sales are up over 20 percent per year over the lastveyears.Ourprotsare up over 40 percent per year for that same time. Customer satisfaction at 93 percent is at anall-time high. Employee satisfaction at 82 percent is at an all-time high also. All the winds are blowing inthe right direction at MidwayUSA and its all because of ourefortsin engaging the Baldrige Criteria.

L P, CEO 2009 B A MUSA

For seven years in a row, weve improved customer satisfaction, weve improved occupancy, weveimproved employee satisfaction, weve lowered employee departures [and] turnover, and we improvedannually ourprot.

H Sz, CEO 1999 B A T Rz-C H C, L.L.C.


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changes from The 20092010 criTeria

T C P Ex z , - , , , , -z . T C

, z .

T -- B C . H, B P 20 , C . T z , , . W C, B P . O , C

x ; , C . S 2009, B P - C. S - C , , 20112012C P Ex.

T C : (1) x , (2)

.Cx z . , , , z x. T B C x z x. H, C . W C x, z , , . H x x .

O z x. E ( ) z . W , , , C x. A , . W the line of sight from strategic challenges and advantages to core

competencies, to strategy, and then to work systems and workprocesses. T z x . W x, x. S

2011 C .

T z . W z . T z z

W -

. L - . T z .

T C C z :

T 41 40, C 18 17, 2 P: Oz P .

T C. T z , .

Preface: Organizational Prole

I P.1, Organizational Description, .S- 6

I P.2, Organizational Situation, .

Category 1: Leadership

I 1.1, Senior Leadership, .

I 1.2, Governance and Societal Responsibilities x .


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Category 2: Strategic Planning

T z .

I 2.1, Strategy Development, . T .

I 2.2, Strategy Implementation, .

Category 3: Customer Focus

T .

I 3.1, Voice of the Customer, , ,

. I 3.2, Customer Engagement,

, , , . T , .

Category 4: Measurement, Analysis,

and Knowledge Management

I 4.1, Measurement, Analysis, and Improvementof Organizational Performance, -- z

. U - 3. P - .

Category 5: Workforce Focus

T .

I 5.1, Workforce Environment,

. I 5.2, Workforce Engagement,

.

Category 6: Operations Focus

T , Operations Focus, .

I 6.1,Work Systems, x , .

I 6.2,Work Processes, . T - .

Category 7: Results T

16 x .

I 7.1, Product and Process Outcomes,

. T : (1) , z , ; (2)

z ; (3) - .

I 7.3, Workforce-Focused Outcomes, 5.

I 7.4, Leadership and Governance Outcomes x .

I 7.5, Financial and Market Outcomes,

z.

Glossary of Key Terms

S G K . T .

Results Scoring Guidelines

T z , , . A, x 90100% .


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23

7 Results (450 pts.)T Results xi izi perormance d i i key d d process , customer-d , workorce-d , dhi d governance , d i d . Perormance levels xid i h i d hizi ih ii d fi.

Organiza ona Prof leEnv ironmentRea onshipsand S aegc Stuaon

2StraegcPlanning1Leadership

3CustomerFocus

5WorkorceFocus7Results

6OperaionsFocus

4Measuremen,Anay sis,and KnowledgeManagement

forceus7Results

tionsus

Criteria for Performance Excellence: Results

7.1 Product and Process Outcomes: What are your product performanceand process effectiveness results? (120 pts.)

Summarize your organizations keyproductperformance andprocess effectiveness andeciencyresults. Includeprocesses that directly serve customers, strategy, and operations. segmentyour results by productoferings, bycustomergroups and marketsegments, and byprocess types and locations, as appropriate. Include appropriate comparative data.

P h g q:

a. Customer-Focused Product and ProCess results

Wh levels trends key measures indicators process perormance h customers? H h results h h perormance h gz h g?

b. Operational ProCess effeCtiveness results

(1) Operational effectiveness Wh levels trends key measures indicators h perormance key work systems processes, g productivity, cycle time, h measures process eectiveness, f, innovation?

(2) Emergency Preparedness Wh levels trends key measures indicators h eectiveness work system g?

c. Strategy Implementationresults

Wh results key measures indicators h h gz g actionplans, g bg ghg core competencies?

Results

Notes:

N1. R 7.1 h , , ; - gz ; , , ( 4.1); gz g ( ; jb jb ; 4.2); h b ; hg ; ( 7.2) g x; ( 7.5). g x.

N2. P 7.1 h N5. M g - h q x h (7.1) h g bj P.1b(2), b gh 3.1 g 2.1b(1) 3.2. T h h j 2.2(5) , h h P.1, 2.2b, . 5, 3.2, 2.

N6. For some nonprofit organizations, product or service per-N3. R 7.1b h formance measures might be mandated by your funding sources. q h Ogz P These measures should be identified and reported in your response 6.1 6.2. to this item.

N4.A F h , g 4647.

(7.1b) gh , j , x

criTeria resPonse guiDelines

T C 17 C . F z B A, 50 .

T :

(1) C ,

(2)

(3)

To respond most effectively to the Criteria items, your organiza-tion also will find it important to refer to the scoring guidelines(pages 6869), which describe how organizations can demonstrateincreasing accomplishment and improvement relative to therequirements of the Criteria items.

General Guidelines

1.Read the entire Criteria booklet.

T C, - B x. Y :

S S ( 6670)

G K ( 5664)

C I D ( 3448)

2.Review the item format and understand how torespond to the item requirements.

T ( ) , , . I .T . E C I D ( 3448).

E process results, . G

3031.G 3233.

I . S . R

C P Ex ( 426)

Item Format

I I I x

B x

O x

A M x C

N- ( )

L

S z

I :

/


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; , . R

, z. T .

3. Refer to the scoring guidelines.

T C ( 6869).S, ( 16), , , x , . S, (7), , , , ,

. T, C .

4.Understand the meaning of key terms.

M C z. smallcaps G K 56. U - z

.

5.Start by preparing the Organizational Prole.

T Oz P . T Oz P z C -, , z . T Oz P 46.T Oz P 3435.

Guidelines for Responding to Process Items

A C z , diagnostic. F x,


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z, .

T z most important z .D

. F , key . G z .

1.Understand the meaning of how.

P . Responses should outline your key process informationthat addresses approach, deployment, learning, and integration(see Scoring System, page 66). R , x, .

2.Understand the meaning of what.

. T . A who , who . T what , , , , . T x . Fx, , , ,

7 x .

3.Write and review responses with the following

guidelines and comments in mind.

S approaches .

S . I , , , , , .

Sdeployment.

D z z. D .

S learning.

P , .

P z .

Sintegration.

I z , , , , z .

S .

T : (1) Oz P z; (2 S P ( 2), , , , ; (3) z- ( 4.1) z z ; (4) O F ( 6)

. Showing focus and consistency in t

process items and tracking corresponding measures in theresults items should improve organizational performance

R .

M . A . I .

4.Cross-reference when appropriate.

A , -. H, . I . I , . F x, 5.2. D 5.2 .

5.Use a compact format.

A 50

. A , , . T 50- z .


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Guidelines for Responding

to Results Items

T C . T , , x .

1.Focus on the most critical organizational

performance results.

R z , Oz P L, SP, C F, W F, O F .

2.Note the meaning of the four key requirements

from the scoring guidelines for effective reportingof results data:

performance levels

trends , , x

comparisons , z

integration (.., , , , - )

3. Include trend data covering actual periods for

tracking trends.

N .H,

. . () . (). F , .

4.Use a compact format

graphs and tables.

M . G .R

z (.., , ,

z ). F x, 100 z z.

5. Incorporate results into the body of the text.

D B A . Trendsthat show a signicant benecial or adverse change should beexplained. U . Fx, 7.1 7.1-3(S x 33.)

T 33 z 7.1, P P O. I Oz P, z Sx S . D .

T :

A x.

B x .

D .

R .

A .


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Product Line Croduct Line Broduct Line A

World-Class Level Overall Company Best Competitor

Figure 7.1-3 Defects per Million Opportunities

DefectsperMillionOpportunities

3.4(6 )

50

45

40

35

30

25

20

15

10

5

0

Good

2006 2007 2008 2009 2010 2011 2012

A .

T z , , .

T z , 2011 P L B. T x x

P L A .

( 69),

:

T z x. T - .

T z .

Product Line C

Product Line B

Product Line A

World-Class Leve

Overall Company

Best Competitor

P L A ( x 5 ) 2007. P L B . I P L A.

P L C

. (T z x .)

T z . P L C ; P L

A Sx S 2012.


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caTegory anD iTem DescriPTions

Preface: Organizational Prole

T Oz P z. T , z , x, . Y Oz P z. I B x . I z C 17.

T Oz P z x . T , , , , , , , z .

A , Oz P z x ; z ; , , z .

P.1 Organizational Description: What are your keyorganizational characteristics?

Purpose

T z . I

z . T x z C 17.

Comments

T , , ,, z, z . N, z,

x, z . T

z.

A z z .


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Ex . K , .

T z z. U

.F, , , x, z.

L z - . I , , z. B .

I - z, . S- - -- , x, , , , z .

P.2 Organizational Situation: What is your organizationsstrategic situation?

Purpose

T z , . I , z . T z .

Comments

K z , , z. W , , ,

, z; z; ; .

U , , . L z - , .

S , , z, , ,

O z . T

(.., , , ); x ; z , ; ; ; ; . I , z , , .

A , z,

. I , , , x , - , z .

Leadership (Category 1)

L

z, z ,, x. A , , z , . T z z , , .

1.1 Senior Leadership: How do your senior leaders lead?

PurposeT x . I x z . I , - z

, , .


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Comments

S , , , z . S ,, z .

I, , , .

I z, , z , z

. S . T z, , , . D

.

1.2 Governance and Societal Responsibilities:How do you govern and ulll your societal responsibilities?

Purpose

T x z , . I x z z

z .

Comments

T z , , , ( ) , , z.T , z CEO .

A (1) , (2) , (3) . E . Y z , . R-z x x .

P z , , z .

T .C , z

- , , , - .

S . O - , , z z. T z z .

Y z . Ex z


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; ; , , , , U.S. . Ex

z z .

Strategic Planning (Category 2)

S P , , , , . T -z

z . D z z .

W z , x . T x , - . T , x .

T B C z

z x. T :

C- x x. T , , , , z .

O - - / . B , ,

x z .

Oz - .T C z . T z , z .

T S P x z

, , ; ; x

z , , - -

x, , ,

: (1) z x , (2) , (3)

T S P . T

. T .

A . T , , . I , . H, , , .

2.1 Strategy Development: How do you develop

your strategy?

Purpose

T x z , , . T , , .

Comments

T , , z - z . T x - - , , .


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T ,- z, , , , .T x - , , z . E z ,

.

T z , .C z . H z . H . A

z , .

A . T , .S , , . D z z, , , , ( , , ), z

, , .

2.2 Strategy Implementation: How do you implementyour strategy?

Purpose

T x z . I x z . T .

Comments

T , , .T , , , . O x, , , . A,

. I , .

M , z x . F , ,

, .F , , (ROI), (ROIC).T z z. T z .

A .

Ex

- a redesign of your work organization and jobs to increa

- initiatives to promote greater labor-management,

a consideration of the impacts of outsourcing on your

- initiatives to prepare for future

- initiatives to foster knowledge sharing andz

- the modication of your z , z, ,,

- education and training initiatives, such as developmenta , , z

P z , . P , , , , . T , z z


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. S z , , .

Customer Focus (Category 3)

C F z , , ,

, . T x . Y . I , - z .

3.1 Voice of the Customer: How do you obtain informationfrom your customers?

Purpose

T x z . I x

. T x x.

Comments

S --- z . I, z . S

, , / z , .

T z . I .

I , , ,

x . T . , z .


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C . T - . A z. Oz .

K , , , , z , , - , , z .

I , , , /z . S . T

- z .

3.2 Customer Engagement: How do you engage customers toserve their needs and build relationships?

Purpose

T x z ; ; , , . T x

. T , - , , .

Comments

C . A -

.

A . T , , . T .

C , ,

. S z.

Measurement, Analysis, and Knowledge

Management (Category 4)

T M, A, K M C , z, z z . I , 4 z .C . F, , , , .

4.1 Measurement, Analysis, and Improvement of

Organizational Performance: How do you measure,analyze, and then improve organizational performance

Purpose

T x z , , z . T . T , , , z

z , x z x, .

Comments

A . T x x. A z z-

A - z- .

T z. T (1) z , (2)


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() , (3) , (4) z . C , , .

Y (1) , (2) z , (3) () z .

T z . T . I

z , , , . T, z z , ,, .

A z z, z , . Ex :

how product improvements correlate with key custom, , ,

cost and revenue implications of customer-related


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- interpretation of market share changes in terms

- improvement trends in key , , , , ,

- relationships among personal learning, organizational

, - nancial benets derived from improvements in

, ,

- benets and costs associated with education and, -

- benets and costs associated with improved z

- the relationship between knowledge management

- how the ability to identify and meet , ,

- cost and revenue implications of workforce-related

- individual or aggregate measures of

- cost trends relative to

- relationships among product quality, , ,

, z,

- allocation of resources among alternative improvement /

- net earnings or savings derived from quality, operational,

- comparisons among business units showing how quality

- contributions of improvement activities to cash ow, ,

- prot impacts of

- cost and revenue implications of new market entry, x

- market share versus prots

- trends in economic, market, and stakeholder z

I z . T z z z . T .I , ,

x , .T .

A . P . Oz .

4.2 Management of Information, Knowledge, andInformation Technology: How do you manage

your information, organizational knowledge, andinformation technology?

Purpose

T x z , , , , , , , . I x z . T z .

Comments

M . T z z , W , --, z-z, -- z - .

D z , , .

Y z , .

T z ; , , ; z.

O z , , , -


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z . L z , ,, , , z .

Oz , , - . T

z , ,, , , . T z ( 6.1).

Workforce Focus (Category 5)

W F -

z . T . Y

, , , (.., z ).

, C SP ( 2).

5.1 Workforce Environment: How do you build an efectiveand supportive workforce environment?

Purpose

T x z , , z, . T .

Comments

A z, z, ;, - z

. T , , .

M z, z, . S x , , , , , , , - , ,

, x , , , x .

5.2 Workforce Engagement: How do you engageyour workforce to achieve organizational andpersonal success?

Purpose

T x z ,

. T , , z .

Comments

H- z x,, , , z, , . T .

M , . R z ; z ; , , ,

. I z,

F z. U , , , x .

C . , . C ; x ,

z , .

D z , , z , . T , , , ; ; x ; ; ; ;


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- . E , , , , , .

L z --,, -, , , , .

z , z

.A

, . I : , , , x x.

A z

z - . Ez . T (.., ).

M , , z ; -; - .

A , . S x ; ; ; ; ; , , ; ;


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; z .

I , , , , .

Operations Focus (Category 6)

O F z . I x z ,, . I z z . I .

E ; ; , , , , ;

; ; ; , , , z .

W z . I , , x, . D z , , , z . A , ,

.C L . D Sx S . I z .

6.1 Work Systems: How do you design, manage and improveyour work systems?

Purpose

T x z , , ,

z , , , z .

Comments

T z . I , z , , .

M z , , . O, I z z , , , ,

.

E z . T z . F x, z .N z .

Y ( 4.2).

6.2 Work Processes: How do you design, manage, andimprove your key work processes?

Purpose

T x , , , , z .

Comments

Y - z . T z , , . K , , , - , , , x, , . F z,

, , . G , .

Y . T . S ,


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. S , , , , , .

Y , ,

. Y . F ,- , , , , ,, , x , , . E . T () ,

.

S - . T , , . T z x .

A x - . W , . D , / . P ( ) . S z z. W , . T . K z , -- , .

F z, - z . S,, z . S : , , z . S- ,

.

T . B . A

. Ex (1) z ,(2) z , (3) (.., , zx, ), (4) , (5) ,(6) , (7) z. P z ., , () .

Results (Category 7)

T R z , ; - ; ; , , ; .T , C

; z , , , , , ; z . C 7 - ( ) , z . I 4.1 z .

7.1 Product and Process Outcomes: What are your productperormance and process efectiveness results?

Purpose

T x z , . T x z 7.27.5, .


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Comments

T .T - 3.1 3.2.

P : ,

, , , , z , .

T :(1) ; (2) ; (3) - . T ,

, .

M / x ; , ,- , ; , , x, , - , ;

. M -, , Sx S , ; - , , , x, - ; - , ISO9001 .

T z .U - . A z , z , z.

B z , . F, - - .

7.2 Customer-Focused Outcomes: What are your customefocused performance results?

Purpose

T x z - ,

z - , .

Comments

T z . R

; , , ; , ,


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; - ; ( ); ; ,, z.

T - ,

z .

7.3 Workforce-Focused Outcomes: What are yourworkforce-focused performance results?

Purpose

T x z - ,

z , , , .

Comments

R z- . G ,, , , (). F , , . Oz- . T x , , - ; x -; x - ; x .

R z . A z , .

R , z , . I ,

, , . Fx, z .

7.4 Leadership and Governance Outcomes: What are yoursenior leadership and governance results?

Purpose

T x z , , z .

Comments

I , , , z .G z .

R , , ; ; , . R

z - .

I z , , , z.

7.5 Financial and Market Outcomes: What are yournancial and marketplace perormance results?

Purpose

T x z

, .

Comments

M z .

I 7.5, 1, , , , , , , -- , , (,

), . M , , . F z, .


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core Values anD concePTs

Criteria Purposes

T C z-, B A, . I , C U.S. :

z ,

,

U.S. z

z

Criteria for Performance Excellence Goals

T C z z

- , z

z

z

Core Values and Concepts

T C

:

- x

z

T , , - z.T - .

Visionary Leadership

Y z , z x . T , x . Y

, x, , z . T z . S , , , . S z . T , , z .

S , , , z , z . A , , , x , , z.


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Organizational and Personal Learning

A z -x z . Oz x , . L z .

T (1) ; (2) , , z ;(3) ( );(4) z; (5) , . S , (R&D), , - , .

Oz (1) ; (2) ; (3)

; (4) , , , ; (5) ; (6) ; (7) z .

T . L , . I z , ,

. Oz , , . S . O-- - - z . E , -

W- .

P (1) , , z;(2) z - ; (3)

z ; (4) .

T, , , , z x.

Valuing Workforce Members and Partners

A z ,

z , , , . A, z z , , , , .

V , , , -I, x, -

. M (1) , (2) , (3) z, (4) z , (5) , (6) .

Oz x

. I - . P

, -, z - . I x,, .

Ex , , z. S x. S

. A, z . S z.

S x , . P , , , . I ,

- .

Agility

S -, x. Oz - / , z . M , ,


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. A- .

A -- ( ) . , z -- ( )

z .

A , . O ; , z, , , - ,, .

Focus on the Future

E z - - z . T

- , , , , ; ; .

Y z , x, , , , , , , , , x , . S

. A ,

, ; ; ; .

Managing for Innovation

I z , , , ,, z . I z . I . I ; . Oz . I . S z.

I z . T,

z z .

Management by Fact

Oz . S , , , . M

. P , , ; , , ; ,

, , , ; . D , x, , , .

A x , , , . A , , . A , , , , , - .

A . Temeasures or indicators

you select should best represent the factors that lead to improvedcustomer, operational,nancial, and societal performance. Acomprehensive set of measures or indicators tied to customer andorganizational performance requirements provides a clear basis foaligning all processes with your organizations goals. M . T , .

Societal Responsibility

A z , ,

- . L z , , . T ,,

z , A, z z . P , , ,, . E , , , , .

Oz , , ,


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x . Oz . H z .

S - z , ,

z . S , ,

, x, , , , , . F - z, z, , .

M z

.


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Focus on Results and Creating Value

A z . R , ,, , ; ; . B , z , , .

, z x . T . T - - , , .

Systems Perspective

T B C z x. T B

C , , . H,

z- ,, . S z , , , , . A B C , , , . I ,

.

T B C . A . I , , . A , , , z . I .

T, z, , .


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key chara

2011-2012 Baldrige Criteria

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