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Presentation on theme: "TQA CONCEPTS & CORE VALUES"— Presentation transcript:


2 What TQA? Are the foundation of the National Quality Program
Define performance excellence Are globally recognized Can be used by diverse types of organizations The Criteria for Performance Excellence are the foundation of the Baldrige National Quality Program. For more than 17 years, the Criteria have played a significant role in strengthening U.S. competitiveness. Now in Business, Education, and Health Care versions, they are the basis for conducting organizational self-assessments making awards to recognize the achievements of organizations that have improved performance in the critical factors that drive their success providing feedback to applicants for the Baldrige Award stimulating the improvement of performance practices and capabilities communicating and sharing best practice information among U.S. organizations of all types understanding and managing for performance excellence and for guiding planning The Criteria are a de facto definition of performance excellence. They are a globally recognized model of performance excellence. There are 49 state, regional, and local quality programs and 79 international programs that are based on the Baldrige Criteria. The Criteria are used by diverse types of organizations (regardless of whether or not they plan to apply for the Baldrige Award): small and large, service and manufacturing, health care and education, for-profit and nonprofit, and private- and public-sector organizations. Source : NIST

3 What Are the Criteria? A set of expectations or requirements
A structured approach to performance improvement A framework for a systems view of performance management Expectations The Criteria are a set of expectations or requirements. They define the critical factors that drive organizational success. Structured Approach The Criteria comprise seven Categories. Distributed across the Categories are 19 Items in the Business, Health Care, and Education Criteria, respectively, each focusing on a major requirement. Within each Item, there is one or more Area(s) to Address containing specific requirements related to the Item. Framework The Criteria constitute a framework for understanding a systems view of performance management the key components of a performance management system the relationships among the components The Criteria emphasize the alignment of key components of the performance management system. Source : NIST

4 Criteria Purposes To help improve organizational performance practices, capabilities, and results To facilitate communication and sharing of best practices To serve as a tool for understanding (& reflecting) and managing performance Performance Practices, Capabilities, and Results The Criteria help improve performance practices and capabilities—as well as results—by providing a set of interrelated Core Values and Concepts that are modeled on the behaviors found in high-performing organizations. They also provide a framework to help organizations to assess their performance and growth and to plan for the future. Communication and Sharing By providing a common language, the Criteria help U.S. organizations of all types communicate and share information on best practices. They offer a common set of requirements that facilitate comparisons and benchmarking, and describe the continuum of excellence for organizational performance. Performance Improvement Tool The Criteria are a tool to identify strengths and target opportunities for improving processes and results affecting key stakeholders, including customers, employees, owners, suppliers, and the public allocate resources to improve communication, productivity, and effectiveness and achieve the organization’s goals Many Award recipients state that their greatest rate of improvement occurred the year after receiving the Award. Source : NIST

5 Basic Goals of the Criteria
The Criteria are designed to help organizations use an integrated approach to organizational performance management that results in delivery of ever-improving value to customers, which contributes to marketplace success improvement of overall organizational effectiveness and capabilities, and organizational and personal learning Value refers to the perceived worth of a product, service, process, asset, or function relative to cost and to possible alternatives. Organizations frequently use value considerations to determine the benefits of various options relative to their costs, such as the value of various product and service combinations to customers. Performance refers to output results obtained from processes, products, and services that permit evaluation and comparison relative to goals, standards, past results, and other organizations. Performance can be expressed in financial and nonfinancial terms. Six types of organizational performance are addressed in the Business Criteria: (1) product and service outcomes, (2) customer-focused results, (3) financial and market results, (4) human resource results, (5) organizational effectiveness results, and (6) leadership and social responsibility results. Organizational learning includes both continuous improvement of existing approaches and adaptation to change, leading to new goals and/or approaches. Personal learning is achieved through education, training, and developmental opportunities that further individual growth and can result in (1) more satisfied and versatile employees who stay with the organization, (2) organizational cross-functional learning, and (3) an improved environment for innovation. Source : NIST

6 Criteria Background Created in a consensus-building process with the community Reviewed and modified regularly Validated Creation The Criteria were created in 1987 with significant input from a diverse group of experts and practitioners. The development process included a review of state-of-the-art practices within private- and public-sector organizations that were working on continuous improvement and organizational excellence. Review and Modification The Criteria are updated with input from all sectors, including all participants in the Baldrige Program: current and former members of the Board of Examiners, Award applicants, and members of the Panel of Judges and the Board of Overseers. The Criteria are improved regularly to enhance coverage of strategy-driven performance, address the needs of all stakeholders, accommodate important changes in organizational needs and practices, and respond to evolving challenges for defining excellence. The improvement process includes a formal Improvement Day, which involves all stakeholders. An open-door policy also exists for Criteria input at any time from any stakeholder. Validation Award recipients and other Criteria users validate the effectiveness of the framework through correlation among use, scoring, and performance results. Source : NIST

7 Criteria Evolution Continuously improved
to best stimulate competitive success to emphasize and improve linkages to focus on key areas of performance to increase ease of use and broaden the user base to emphasize the importance of data, information, and knowledge management to emphasize good governance to emphasize business sustainability to emphasize innovation The Criteria have evolved through changes in emphasis, detail, and Core Values and Concepts. Key improvements include the following: The key requirements continue to be tightened and synthesized. The linkages among the Organizational Profile, Process Items, and Results Items continue to be emphasized and strengthened. The evaluation of Process Items includes four factors: approach, deployment, learning, and integration. The Criteria have been streamlined to focus on the key areas of organizational performance. The Organizational Profile was added to set the context for the way the organization operates. The language continues to be clarified and simplified to increase applicability to all sectors. The language is friendlier to service and small business organizations today than in earlier versions. The Criteria emphasize the importance of data, information, and knowledge management and their use. Source : NIST

8 Criteria—Key Characteristics

9 Criteria—Key Characteristics

10 Criteria—Key Characteristics
Place a primary focus on teaching and learning Students are the key customers of education organizations,but there may be multiple stakeholders (e.g., parents, employers, other schools, and communities) While the Education Criteria stress a focus on student learning for all education organizations, individual organizational missions, roles, and programs will vary for different types of org.

11 Criteria—Key Characteristics
The concept of excellence includes 3 components: (1) a well-conceived and well-executed assessment strategy; (2) year-to-year improvement in key measures and indicators of performance, especially student learning; (3) demonstrated leadership in performance and performance improvement relative to comparable organizations and to appropriate benchmarks.

12 Criteria—Key Characteristics

13 Criteria—Key Characteristics

14 Criteria—Key Characteristics

15 Baldrige / TQA?

16 Baldrige / TQA Framework

17 Core Values & Concepts Visionary Leadership
Learning-Centered Education Organizational and Personal Learning

18 Core Values & Concepts Valuing Faculty, Staff, and Partners Agility
Focus on the Future Managing for Innovation

19 Core Values & Concepts Management by Fact Social Responsibility
Focus on Results and Creating Value Systems Perspective

20 Q & A


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