Baldrige Criteria Presentation

Beth Katzenberg, EdM, MBA, CPHQCAH Summer QI Workshops 2009

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Established 1987• Public Law 100-107

Aim• Enhance competitiveness & performance of U.S. organizations• Identify & recognize role-model organizations• Establish criteria for evaluating improvement efforts•Disseminate & share best practices

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Manufacturing (1988)Service (1988)Small business (manufacturing or service) (1988)

Education (for-profit & nonprofit) (1999)Health care (for-profit & nonprofit) (1999)Nonprofit, including charities & government agencies (2007)

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Poudre Valley Health System—2008 Mercy Health System—2007 City of Coral Springs—2007 North Mississippi Medical Center—2006 Park Place Lexus—2005 Kenneth W. Monfort College of Business—2004 SSM Health Care—2002 Operations Mgmt Intl—2000 Los Alamos National Bank—2000 The Ritz-Carlton Hotel—1992, 1999 Mesa Products—2006 (75 emp) Stoner, Inc—2003 (48 emp)

Note: 4 organizations have received award twice

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De facto definition of performance excellence

Validated organizational performance assessment tool

Framework for performance management system

Built on 11 core values and concepts Non-prescriptive and adaptable Systems perspective Focus on key results

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Baldrige National Quality Program 2009

Health Care Criteria for Performance Excellence

BaldrigeNational Quality

Program


Seven Categories of the Health Care Criteria

Leadership Strategic Planning Customer Focus Measurement, Analysis, and Knowledge

Management Workforce Focus Process Management Results


(p. 52)


11 Core Values and Concepts

Visionary Leadership

Patient-Focused Excellence

Organizational and Personal Learning


Core Values and Concepts, cont.

Valuing Workforce Members and Partners

Agility

Focus on the Future

Managing for Innovation


Core Values and Concepts, cont.

Management by Fact

Societal Responsibility and Community Health

Focus on Results and Creating Value

Systems Perspective


Baldrige Health Care Criteria Framework: A Systems Perspective


Item Format(Page 30)


Steps Toward Mature Processes

(p. 68)

Baldrige National Quality Program 2009Baldrige National Quality Program 2009

(p. 73)


Organizational Profile

P.1 Organizational DescriptionP.2 Organizational Situation

Starting point for self-assessment and application preparation

Basis for early action planning


Category Point Values1 Leadership 1202 Strategic Planning 853 Customer Focus 854 Measurement, Analysis, and

Knowledge Management 905 Workforce Focus 856 Process Management 857 Results 450

TOTAL POINTS 1,000


Addresses Senior Leaders’ Actions, Governance, and Societal Responsibilities

1.1 Senior Leadership (70 pts.)

1.2 Governance and Societal Responsibilities (50 pts.)

1. Leadership (120 pts.)


Addresses Strategic and Action Planning and Deployment of Plans

2.1 Strategy Development (40 pts.)

2.2 Strategy Deployment (45 pts.)

2. Strategic Planning (85 pts.)


Addresses How an Organization Engages Its Customers and Listens to the Voice of the Customer

3.1 Customer Engagement (40 pts.)

3.2 Voice of the Customer (45 pts.)

3. Customer Focus (85 pts.)


Addresses Analysis, Review, and Improvement of Organizational Performance and Management of Data, Knowledge, and Information Resources

4.1 Measurement, Analysis, and Improvement of Organizational Performance (45 pts.)

4.2 Management of Information, Knowledge, and Information Technology (45 pts.)

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


Addresses How an Organization Engages, Develops, and Manages Its Workforce and Buildsan Effective Workforce Environment

5.1 Workforce Engagement (45 pts.)

5.2 Workforce Environment (40 pts.)

5. Workforce Focus (85 pts.)


Addresses How an Organization Designs Its Work Systems; Prepares for Emergencies; and Designs, Manages, and Improves Its Work Processes

6.1 Work Systems (35 pts.)

6.2 Work Processes (50 pts.)

6. Process Management (85 pts.)


Addresses an Organization’s Performance and Improvement in Key Areas and Includes Current Performance Levels, Trends, and Comparative Data

7.1 Health Care Outcomes (100 pts.) 7.2 Customer-Focused Outcomes (70 pts.)7.3 Financial and Market Outcomes (70 pts.)7.4 Workforce-Focused Outcomes (70 pts.)7.5 Process Effectiveness Outcomes (70 pts.)7.6 Leadership Outcomes (70 pts.)

7. Results (450 pts.)


2007 Award Recipients It is my hope that more health care organizations will embark on

the Baldrige journey of excellence. We will use this opportunity to reach out to others in the health care industry and

share our knowledge.

—Javon R. Bea, President and CEO of 2007 Award recipient Mercy Health System

Clearly the Criteria, discipline, and focus that underlie the Baldrige process have been key contributors to our daily improvements.

The feedback we received from our state and national site visits has been instrumental in providing

a clear road map for the journey.

—Michael Murphy, CEO of 2007 Award recipient Sharp HealthCare


Resources for More Information

Most Baldrige National Quality Program (BNQP) documents are available both in printed form and on the BNQP Web site.

To obtain these documents, call (301) 975-2036, e-mail [email protected], orvisit www.nist.gov/baldrige.

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~76 programs• European Quality Award•Canadian Award for Excellence• Japan Quality Award

68% use Baldrige-based criteria

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States with State or Local Award Programs

Note: Five states have more than one quality award program.

Colorado’s performance excellence program

Incorporated 2000Uses Baldrige criteriaCFMC is a founding sponsor

www.coloradoexcellence.org

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www.coloradoexcellence.com

Self-assessment: Benefits

Address a customer-/competitor- or budget-driven need to change

Keep pace with changes in industry Maintain a leadership position Enhance organizational learning Align actions with organization’s values

Create a sustainable organization Improve performance

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Self-assessment tools & methods

Exercise:

Are We Making Progress?

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Purpose:Describe what is relevant and important

Ensure common understandingGuide selection of information/data

Identify gaps/lack of deployment

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Exercise:

Creating an Organizational Profile&

Using the Criteria

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Describe the following about your organization.

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Describe the approach and deployment for the questions below. Identify the corresponding parts of the org profile.

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Describe the approach and deployment for the questions below. Identify the corresponding parts of the org profile.

To improve performance and achieve world-class results

To seek “the most cost-effective, value-added business audit available”

Bob Barnett, Motorola, Inc. To objectively clarify your organization’s strengths and weaknesses

To develop an integrated management approach

To align efforts and resources48

Start with the organization profileUse the criteria to develop foundationNo requirement to apply for an awardSenior leaders must learn and lead to achieve and sustain performance excellence

Check out resources on Baldrige web site

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Jim CollinsAuthor, Good to Great: Why Some Companies

Make the Leap…and Others Don’t50

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Strategic & operational objectives &

goals

Baldrige Criteria for Performance Excellence

Jerry Rose, Former PresidentSunny Fresh Foods, Inc.

Baldrige Award Recipient, 1999 and 200553

Questions? Comments? Thoughts? Ideas?

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