Transcript The Baldrige Framework as a Strategy for Performance

THE BALDRIGE FRAMEWORK
AS A STRATEGY FOR
PERFORMANCE EXCELLENCE
Texas Higher Education Coordinating Board
Achieving Excellence:
The Richland College Experience
Bryan R. Cole, Professor
Dept. of Educational Administration and
Human Resource Development
Texas A&M University
[email protected]
June 6, 2007
Baldrige Criteria for Performance
Excellence Purpose
The Criteria have three important roles:
 to help improve organizational performance practices,
capabilities and results
 to facilitate communication and sharing of best
practices information among U. S. organizations
 to serve as a diagnostic tool for understanding and
managing performance and for guiding organizational
planning and opportunities for learning
Baldrige Criteria for Performance
Excellence Purpose
The Education Criteria are designed to help
organizations use a systems integrated approach
to organizational performance management that
results in
 delivery of ever-improving value to students and
stakeholders, contributing to education quality and
organizational stability
 improvement of overall organizational effectiveness
and capabilities
 organizational and personal learning
The Baldrige Model Can Provide:

A way to start building a systems approach

A guide to strategic planning

A framework for continuous improvement

A method for sustained competitiveness

A common language to improve internal
communication and external benchmarking
Baldrige and Accreditation
The Baldrige and accrediting models are very
similar self-study/self-assessment,
peer review,
site visit,
identification of strengths and
opportunities for improvement
Baldrige and Accreditation

The institution has developed an acceptable Quality
Enhancement Plan (QEP) that (1) includes a broad-based
institutional process identifying key issues emerging from
institutional assessment, (2) focuses on learning outcomes
and/or the environment supporting student learning and
accomplishing the mission of the institution, (3) demonstrates
institutional capability for the initiation, implementation, and
completion of the QEP, (4) includes broad-based involvement of
institutional constituencies in the development and proposed
implementation of the QE identifies goals and a plan to assess
their achievement. (Quality Enhancement Plan)
– Southern Association Revised Standards, Jan, 2007
Performance Excellence
Criteria Characteristics

Directed towards results

Non-prescriptive and adaptable

Support a Systems perspective to maintaining
goal organizational alignment

Support goal-based diagnosis
The “Mayo Clinic” of
Organizational Examinations
The Performance Excellence
Model
Three Components:
Core Values
Criteria
(Organizational Profile, Criteria
Framework & Questions)
The Evaluation System
The Criteria Structure
7
Categories
18
Items
32
Areas to Address
Specific Questions
11 Core Values
More
Specificity
Core Values are...
… values and concepts
that are the foundation
for the criteria
Core Values and Concepts
The Criteria’s Foundation
 Visionary Leadership
 Managing for Innovation
 Customer-Driven Excellence
 Management by Fact
 Organizational and Personal
 Social Responsibility
Learning
 Valuing Employees and Partners
 Agility
 Focus on the Future
 Focus on Results and
Creating Value
 Systems Perspective
Organizational Profile
The Organizational Profile is a snapshot of the organization,
the key influences on how the organization operates and
the key challenges faced by the organization.
P.1
Organizational
Description
• Organizational Environment
• Organizational relationships
P. 2
Organizational
Challenges
• Competitive Environment
• Strategic Context
• Performance Improvement System
The 7 Categories of the Criteria
1.
2.
3.
4.
5.
6.
7.
Leadership
Strategic Planning
Student, Stakeholder & Market
Focus
Measurement, Analysis and
Knowledge Management
Workforce Focus
Process Management
Results
Criteria for Performance Excellence Framework:
A Systems Perspective
Organizational Profile:
Environment, Relationships, and Challenges
2
Strategic
Planning
5
Workforce
Focus
7
Results
1
Leadership
3
Student,
Stakeholder
and Market Focus
6
Process
Management
4
Measurement, Analysis, and Knowledge Management
1 Leadership
The Leadership Category examines how your organization’s senior leaders
guide and sustain your organization. Also examined are your organization’s
governance and how your organization addresses its ethical, legal and
community responsibilities.
1.1
1.2
Organizational
Leadership
Governance and
Social Responsibility
• Vision and Values
• Communication
• Organizational Performance
• Organizational Governance
• Legal and Ethical Behavior
• Support of Key Communities
Key Excellence Indicators:
Leadership
 Personal
commitment to customers
 Effective communication of
organization’s direction
 Use of personal and organizational
review findings to set focus for
improvement
Key Excellence Indicators:
Leadership
 Communication
of and adherence to
the organization’s values
 Legal and ethical behavior
 Focus on learning at all levels of the
organization
 Good citizenship
Organizational Assessment
(PLAN) Strategy,
Methodology
Approach
APPROACH refers to the METHODS which the organization uses to
achieve the purposes addressed in the criteria
Organizational Assessment
(PLAN) Strategy, (DO) Implement,
Methodology
Execute
Approach
Deployment
Qualitative
DEPLOYMENT refers to the extent to which the approach is APPLIED
to all relevant areas and activities addressed in the criteria
Organizational Assessment
(PLAN) Strategy, (DO) Implement,
Methodology
Execute
Approach
Qualitative
Deployment
(CHECK)
Outcome
Results
Quantitative
RESULTS refers to OUTCOMES and EFFECTS in achieving the
purposes addressed in the criteria
Organizational Assessment
(ACT) Learning and Integration
Approach
Deployment
Results
LEARNING refers to refining your approach through cycles of
evaluation and improvement
INTEGRATION refers to the extent to which your approach is aligned with
your organizational needs identified in the organizational profile and
other Process Items
Learning from National and
State Assessments



Vulnerable Organizations
– More in a reactive mode than prevention & improvement oriented
– Major gaps in deployment of management system fundamentals
– Spotty business results
Good Organizations
– Solid, systematic approach to management system fundamentals
– More emphasis on improvement & prevention vs. reaction
– Management system well deployed
– Good performance levels that have been sustained over time
Strong Organizations
– Solid, systematic approach to all elements of management
system
– Management system fully deployed
– Strong, sustained performance, approaching world class
Possible Next Steps
•
Have Quality Texas make a presentation to your company,
organization, or association
•
Have others in your organization attend Managing for Performance
•
Ask about customized training
•
Have one or more of your employees apply to be an Examiner
Valuable training plus chance to contribute to the State of Texas
Learning and experience through review and feedback on other
applications
Networking and learning from peers from throughout Texas
•
Submit an application at the Progress Level or Award Level
•
Network, visit, interface, share, and benchmark with other
organizations and individuals
•
Visit the Quality Texas website at www.texas-quality.org
Excellence training provided by Quality Texas
Resources Available to Assist You

Criteria for Performance Excellence (Generic,
Education, or Health Care Version)

Texas Award Self-Assessment Manual

Examiners and Other Volunteers

Award Applicants and Recipients

Conferences and Workshops

Baldrige (NIST) Website www.baldrige.nist.gov

Quality Texas Website www.texas-quality.org