Transcript Malcolm Baldrige National Quality Award

Welcome, Examiners!
Washington State Quality Award
Return Examiner Training
2010
First things first!
• THANK YOU!
• WSQA’s mission: Improving the way we live, learn,
and work in Washington by helping organizations
improve through the use of the Baldrige Criteria
for Performance Excellence
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Objectives For This Class
• Learn changes to process
• Be aware of upcoming changes from
National
• Using Baldrige values to build key themes
• Reinforce comment writing
• Using the expected results
• Reinforce scoring
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Introductions
• Name, organization, what you do
• Your experience with WSQA
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Signed Ethical Statements
• Collect Signed Statement- You need to
submit a signed ethics statement each year
you review an application.
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Learning Opportunities
• WSQA offers workshops
• Introduction
• Preparation for Application
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Online self assessment tool
Annual conferences
Consulting
Performance Excellence Collaborative
Become an Examiner
Washington State
5/10/06
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Discuss the linkage between “Key Factors”
and “Key Themes.”
Over the years, some of us have learned that when
there are multiple questions in an “Area to Address”
then generally the first question is more important
than the second one, which is more important than
the third question, etc. Is this true?
Can you describe “work systems”
more fully and perhaps
compare/contrast with “work
processes” and “core
competencies.”
Are “projections” the same or different than
“targets or goals?” (See page 58 of the
criteria, which seems to say that projections
can be targets.) Do performance projections
impact the scoring in Cat. 7?
How does an Examiner assess
innovation in an application?
How to determine if a results item
should be given credit in 7.5 rather
than 7.1?
Describe the fact-based process the
Board of Overseers uses in shaping
and improving the Baldrige criteria.
What are the likely changes to the
2011-2012 criteria?
Harry’s Session on Upcoming Changes
Process Changes
• Category 3: Rewritten to improve logic flow,
also to discuss more of the organization—
less of the content
• Category 5: Consolidation/reorder to
improve the logic flow
• Category 6: Reorganized around
“Operations Focus” with better separation
between 6.1 and 6.2. Examiners were
struggling between Work Systems and Work
Processes.
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Upcoming Changes to Results
• Category 7: Will have only 5 items – 7.1 and
7.5 are to be combined and 7.4 will now
have to address Governance and Societal
Responsibilities
• Performance Projections will only be a factor
up in the 90-100% scoring ranges. The
“hows” will be expected to be addressed in
Categories 2 and 4.
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General Upcoming Changes
• The criteria will now “gently introduce” both
topics of Social Media and Intelligent Risk.
• The sub-areas listed within the items will
now have Titles to help improve the outlines
and as a guide for better organization.
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Key Theme – new process
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What is a Key Theme?
 A high level perception or observation, relevant to the
applicant’s key factors, that recurs in the scorebook and is
expanded upon with evidence during a site visit. Key
themes are often common to more than one category or
item. They may address one or more Baldrige core value.
 A role model result, practice, process, or innovation, that
might be used by other organizations, or an observation so
important, strength or OFI, process or result, that it should
be brought to leadership’s attention.
 The executive summary of the feedback report. It may be
the only part of the feedback report that some people in
the organization read.
Cross Cutting Themes
• In the early days of the Baldrige, Key Themes
were called Cross Cutting Themes, or Cross
Cutting Issues, because they described topics
that cut across the categories and items.
Core Values-The Foundation of the
Baldrige Criteria
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Visionary Leadership
Customer driven excellence
Organizational and personal learning
Valuing workforce members and
partners
Agility
Focus on the future
Managing for innovation
Management by fact
Societal responsibility
Focus on results and creating value
Systems perspective
• If you think of the 7
Baldrige categories as
the vertical beams in a
house frame, the 11
Baldrige Core Values are
the cross members that
provide strength to the
frame.
Process for using Baldrige Core Values
to Develop Key Themes
• Each Team Member:
• Review the applicant – Conduct individual review
• Read the Baldrige Core Values
• Write 11 post-its rating the applicant against each Baldrige Core
Value with a +, 0, or – and write a few short thoughts for each
core value explaining why you rated the applicant as you did.
• Key Themes Lead
• Sum the plusses and the minuses. Core Values that have many
plusses, or minuses, may be candidates for Key Themes.
Typically only a few will stand out.
• Report results to team.
• Draft Key themes for these high scoring values using feedback
report comments and post-it thoughts as inputs.
Using Core Values to ID Key Themes
Baldrige Core Value
Score (+,0,-)
Visionary Leadership
+,+,+,+,+,+ (6+) Probable KT
Customer driven excellence
+,+,0,0,0,-
Organizational and personal learning
+,+,+, 0,0,0
Valuing workforce members and partners
+,+,+,+,+,- (5+) Possible KT
Agility
+,+,0,0,-,-
Focus on the future
+,+,+,0,-,-
Managing for innovation
0,0,-,-,-,-
Management by fact
-,-,-,-,-,-, (6-) Probable KT
Societal responsibility
+,+,+,+,+,0 (5+) Possible KT
Focus on results and creating value
0,-,-,-,-,- (5-) Possible KT
Systems perspective
+,+,0,0,-,-
Caveat to this approach
• While the Baldrige Core Values are the
foundation upon which the Criteria are
based, they are not examination items. Key
themes are written based on comments
developed relating to the criteria. The
feedback report comments MUST support
the Key Themes.
WSQA
Assessment Process
Objective:
Introduce the Assessment process
What Examiners Do…
Read Criteria
Meet with co-examiners
to consolidate analysis
Read Applicant
Response
Analyze
Response
Visit the Applicant
to clarify/verify
Record Analysis
Co-write an analysis
report
Preparing for independent review
• Read the criteria
• Read the application
• Familiarize yourself with the online tool
http://www.wsqa.net/extraining.php
• Check in with Team Lead or Mentor after preparing
a few Key Factors
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Independent review:
Process Items
Objective:
Be able to diagnose a process item
for independent review
Independent review steps - process
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Review related criteria
Read the category under review, take notes
Select relevant key factors from list
Identify & record processes
Record observations on worksheet under strengths
and Opportunities
6. Indicate
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Approach
Deployment
Learning
Integration
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Identify and record processes
• “Process” includes
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Inputs
Steps (related activities)
Time frames
Outputs
End users (internal/external customers)
Standards
Key measures to evaluate and improve the process
• Not always formal or named – you might have to
read between the lines
• Look to criteria for guidance
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Identify and record processes
“Systematic” refers to processes that
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Are well-ordered
Are repeatable
Use data and information so learning is possible
Build in the opportunity for evaluation,
improvement, and sharing
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Identify and record processes
• “Effective” refers to how well a process or measure
addresses its intended purpose
• Determining effectiveness requires evaluating
• How well the approach is aligned with the organization’s
needs
• How well it is deployed, and/or
• How the evaluation of the outcome of its measures are
used, i.e., for learning and improvement
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Indicating ADLI- Approach
• “Approach” refers to
• Methods used to accomplish the process
• How appropriate the methods are to the item
requirements
• The effectiveness of their use
• The degree to which the process is repeatable
and is based on reliable data and information
(i.e., systematic)
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Indicate “ADLI”- Deployment
“Deployment” refers to the extent to which
• The approach is applied in addressing relevant
and important item requirements
• It is applied consistently
• It is used by all appropriate work units
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Indicate “ADLI”- Learning
“Learning” refers to
• Refining the approach through cycles of
evaluation and improvement
• Encouraging breakthrough change to your
approach (innovation)
• Sharing refinements and innovations with other
relevant work units and processes
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Indicate“ADLI”- Integration
“Integration” refers to the harmonization of
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Plans
Processes
Information
Resource decisions
Actions
Results
Analyses
to support key, organization-wide goals
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Indicate ADLI- Integration
Questions to ask in analyzing “Integration”
• Do the individual components of a performance
management system operate as a fully
interconnected unit?
• Is the approach aligned with the organizational
needs identified in the Organizational Profile?
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ADLI-key concepts
Integration examples:
• Alignment of objectives and action plans with
strategic challenges AND mission, vision, values
• Alignment of product/service delivery methods
with KEY customer requirements
• Alignment of key process measures with KEY
customer requirements
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