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1 baldrige for beginners
2012 Conference November 14-16, 2012 Bob Dorste, Performance Consultant Excellence in Missouri Foundation © 2012 Excellence in Missouri Foundation

2 Workshop Overview Workshop Overview
Introduction to Performance Improvement Introduction to the Baldrige Criteria for Performance Excellence Baldrige Gets Results! Ways to Get Started

3 History of Baldrige Criteria
In the mid-1980s, U.S. leaders realized that American companies needed to focus on quality in order to compete in an ever-expanding, demanding global market. Then-Secretary of Commerce Malcolm Baldrige was an advocate of quality management as a key to U.S. prosperity and sustainability. After he died in a rodeo accident in July 1987, Congress named the Award in recognition of his contributions. The goal of the Malcolm Baldrige National Quality Improvement Act of 1987 was to enhance the competitiveness of U. S. businesses. Its scope has since been expanded to health care and education organizations (in 1999) and to nonprofit/government organizations (in 2005). Congress created the Award Program to Identify and recognize role-model businesses Establish criteria for evaluating improvement efforts Disseminate and share best practices

4 Excellence in Missouri Foundation
The Excellence in Missouri Foundation was established in 1992 to help Missouri organizations improve performance and succeed in the competitive marketplace. EIMF is the administrator of the Missouri Quality Award process, designed to recognize exemplary organizations for their achievements in Performance Excellence. In addition, the Baldrige Alliance awarded the EiMF the responsibility to manage the Vision of Performance Excellence in Spring, 2011 and the responsibility to manage the Kansas state program in Spring, 2012.

5 Not About Receiving an Award – It’s About Being “Award-Worthy
Dr. Terry Holliday, former Superintendent of Iredell- Statesville Schools, a 2008 Baldrige Award recipient, said, “If you get into Baldrige because of the Award, it’ll be a short journey. But if you get into it for the right reasons, the feedback and continuous improvement, then it’s well worth the journey.” Ernest Davenport, former Chairman and CEO of Eastman Chemical Company, a 1993 Baldrige Award recipient, said, “We didn’t apply the [Baldrige] concepts…to win an award. We did it to win customers. We did it to grow. We did it to prosper.”

6 Excellence is a Journey, Not a Destination
K & N Management 2010 Baldrige Recipient “I realized only 5% of the population truly wants to do what it takes to be excellent.”

7 Excellence is a Journey, Not a Destination
“We still use the Baldrige Criteria the same way. It’s the framework that we use to manage our company. We’re better because we use it, and we don’t have any plans to stop. … The Criteria bring alignment that keeps us all rowing in the same direction.” --Ken Schiller, co-owner and co-founder, K&N Management, 2010 Baldrige Award Recipient Keynote Speaker at 2011 MQA Annual Conference

8 Assessment/Criteria Framework The Baldrige Burger

9 Baldrige Categories Leadership
How senior leaders’ personal actions guide and sustain your organization Governance system Fulfilling legal, ethical and societal responsibilities Supports key communities Leadership: Examines how your organization’s senior leaders’ personal actions guide and sustain your organization. Also examined are your organization’s governance system and how your organization fulfills its legal, ethical and societal responsibilities and supports its key communities. Strategic Planning: Examines how your organization develops strategic objectives and action plans. Also examined are how your chosen strategic objectives and action plans are deployed and changed if circumstances require and how progress is measured. Customer Focus: Examines how your organization engages its customers for long-term marketplace success. This engagement strategy includes how your organization builds a customer-focused culture. Also examined is how your organization listens to the voice of its customers and uses this information to improve and identify opportunities for innovation. Measurement, Analysis, and knowledge Management: Examines how your organization selects, gathers, analyzes, manages, and improves its data, information and knowledge assets and how it manages its information technology. The category also examines how your organization reviews and uses reviews to improve its performance.

10 Baldrige Categories Strategic planning
Developing strategic objectives and action plans Strategy deployment Changing strategic objectives and action plans if circumstances require How progress is measured Leadership: Examines how your organization’s senior leaders’ personal actions guide and sustain your organization. Also examined are your organization’s governance system and how your organization fulfills its legal, ethical and societal responsibilities and supports its key communities. Strategic Planning: Examines how your organization develops strategic objectives and action plans. Also examined are how your chosen strategic objectives and action plans are deployed and changed if circumstances require and how progress is measured. Customer Focus: Examines how your organization engages its customers for long-term marketplace success. This engagement strategy includes how your organization builds a customer-focused culture. Also examined is how your organization listens to the voice of its customers and uses this information to improve and identify opportunities for innovation. Measurement, Analysis, and knowledge Management: Examines how your organization selects, gathers, analyzes, manages, and improves its data, information and knowledge assets and how it manages its information technology. The category also examines how your organization reviews and uses reviews to improve its performance.

11 Baldrige Categories Customer focus
Engaging customers for long-term success Building a customer-focused culture Listening to the voice of the customers…and using this information to improve and identify innovation opportunities Leadership: Examines how your organization’s senior leaders’ personal actions guide and sustain your organization. Also examined are your organization’s governance system and how your organization fulfills its legal, ethical and societal responsibilities and supports its key communities. Strategic Planning: Examines how your organization develops strategic objectives and action plans. Also examined are how your chosen strategic objectives and action plans are deployed and changed if circumstances require and how progress is measured. Customer Focus: Examines how your organization engages its customers for long-term marketplace success. This engagement strategy includes how your organization builds a customer-focused culture. Also examined is how your organization listens to the voice of its customers and uses this information to improve and identify opportunities for innovation. Measurement, Analysis, and knowledge Management: Examines how your organization selects, gathers, analyzes, manages, and improves its data, information and knowledge assets and how it manages its information technology. The category also examines how your organization reviews and uses reviews to improve its performance.

12 Baldrige Categories Measurement, analysis, and knowledge management
Selecting, gathering, managing and improving data, information and knowledge assets Managing information technology Reviewing and using reviews to improve performance Leadership: Examines how your organization’s senior leaders’ personal actions guide and sustain your organization. Also examined are your organization’s governance system and how your organization fulfills its legal, ethical and societal responsibilities and supports its key communities. Strategic Planning: Examines how your organization develops strategic objectives and action plans. Also examined are how your chosen strategic objectives and action plans are deployed and changed if circumstances require and how progress is measured. Customer Focus: Examines how your organization engages its customers for long-term marketplace success. This engagement strategy includes how your organization builds a customer-focused culture. Also examined is how your organization listens to the voice of its customers and uses this information to improve and identify opportunities for innovation. Measurement, Analysis, and knowledge Management: Examines how your organization selects, gathers, analyzes, manages, and improves its data, information and knowledge assets and how it manages its information technology. The category also examines how your organization reviews and uses reviews to improve its performance.

13 Baldrige Categories Workforce focus
Engaging, managing and developing workforce Ability to assess workforce capability and capacity Workforce environment delivering high performance Workforce Focus: Examines how your organization engages, manages and develops your workforce to utilize its full potential in alignment with your organization’s overall mission, strategy, and action plans. The Category examines your ability to assess workforce capability and capacity needs and to build a workforce environment conducive to high performance. Process Management: Examines how your organization designs its work systems and how it designs, manages and improves its key processes for implementing those work systems to deliver customer value and achieve organizational success and sustainability. Also examined is your readiness for emergencies. Product Outcomes: Summarize your organization’s key product performance results. Segment your results by product offerings, customer groups and market segments as appropriate. Include appropriate comparative data. Customer Focused Outcomes: Summarize your organization’s key customer-focused results for customer satisfaction, dissatisfaction and engagement. Segment your results by product offerings, customer groups and market segments as appropriate . Include appropriate comparative data. Financial and Market Outcomes: Summarize your organization’s key financial and marketplace performance results by market segments or customer groups, as appropriate. Include appropriate comparative data. Workforce-Focused Outcomes: Summarize your organization’s key workforce-focused results for workforce engagement and for your workforce environment. Segment your results to address the diversity of your workforce and to address your workforce groups and segments, as appropriate. Include comparative data. Process Effectiveness Outcomes; Summarize your organization’s key operational performance results that contribute to the improvement of organizational effectiveness, including your organization’s readiness for emergencies. Segment your results by product offerings, by customer groups and market segments and by processes and locations. Include appropriate comparative data. Leadership Outcomes: Summarize your organization’s key governance and senior leadership results, including evidence of strategic plan accomplishments, fiscal accountability, legal compliance, ethical behavior, societal responsibility and support of key communities. Segment your results by organizational units. Include comparative data.

14 Baldrige Categories Operations Focus Designing work systems
Designing, managing and improving key processes Readiness for emergencies Workforce Focus: Examines how your organization engages, manages and develops your workforce to utilize its full potential in alignment with your organization’s overall mission, strategy, and action plans. The Category examines your ability to assess workforce capability and capacity needs and to build a workforce environment conducive to high performance. Process Management: Examines how your organization designs its work systems and how it designs, manages and improves its key processes for implementing those work systems to deliver customer value and achieve organizational success and sustainability. Also examined is your readiness for emergencies. Product Outcomes: Summarize your organization’s key product performance results. Segment your results by product offerings, customer groups and market segments as appropriate. Include appropriate comparative data. Customer Focused Outcomes: Summarize your organization’s key customer-focused results for customer satisfaction, dissatisfaction and engagement. Segment your results by product offerings, customer groups and market segments as appropriate . Include appropriate comparative data. Financial and Market Outcomes: Summarize your organization’s key financial and marketplace performance results by market segments or customer groups, as appropriate. Include appropriate comparative data. Workforce-Focused Outcomes: Summarize your organization’s key workforce-focused results for workforce engagement and for your workforce environment. Segment your results to address the diversity of your workforce and to address your workforce groups and segments, as appropriate. Include comparative data. Process Effectiveness Outcomes; Summarize your organization’s key operational performance results that contribute to the improvement of organizational effectiveness, including your organization’s readiness for emergencies. Segment your results by product offerings, by customer groups and market segments and by processes and locations. Include appropriate comparative data. Leadership Outcomes: Summarize your organization’s key governance and senior leadership results, including evidence of strategic plan accomplishments, fiscal accountability, legal compliance, ethical behavior, societal responsibility and support of key communities. Segment your results by organizational units. Include comparative data.

15 Baldrige Categories Results
Product Outcomes Customer – Focused Outcomes Workforce – Focused Outcomes Operations-Focused Outcomes Leadership Outcomes Category-based, trends, comparisons where applicable Important! 450 out of 1,000 points Workforce Focus: Examines how your organization engages, manages and develops your workforce to utilize its full potential in alignment with your organization’s overall mission, strategy, and action plans. The Category examines your ability to assess workforce capability and capacity needs and to build a workforce environment conducive to high performance. Process Management: Examines how your organization designs its work systems and how it designs, manages and improves its key processes for implementing those work systems to deliver customer value and achieve organizational success and sustainability. Also examined is your readiness for emergencies. Product Outcomes: Summarize your organization’s key product performance results. Segment your results by product offerings, customer groups and market segments as appropriate. Include appropriate comparative data. Customer Focused Outcomes: Summarize your organization’s key customer-focused results for customer satisfaction, dissatisfaction and engagement. Segment your results by product offerings, customer groups and market segments as appropriate . Include appropriate comparative data. Financial and Market Outcomes: Summarize your organization’s key financial and marketplace performance results by market segments or customer groups, as appropriate. Include appropriate comparative data. Workforce-Focused Outcomes: Summarize your organization’s key workforce-focused results for workforce engagement and for your workforce environment. Segment your results to address the diversity of your workforce and to address your workforce groups and segments, as appropriate. Include comparative data. Process Effectiveness Outcomes; Summarize your organization’s key operational performance results that contribute to the improvement of organizational effectiveness, including your organization’s readiness for emergencies. Segment your results by product offerings, by customer groups and market segments and by processes and locations. Include appropriate comparative data. Leadership Outcomes: Summarize your organization’s key governance and senior leadership results, including evidence of strategic plan accomplishments, fiscal accountability, legal compliance, ethical behavior, societal responsibility and support of key communities. Segment your results by organizational units. Include comparative data.

16 What Makes the Criteria for
Performance Excellence Different from other Management Approaches? What Makes the Criteria for Performance Excellence Different From Other Management Approaches? The Criteria for Performance Excellence are a comprehensive management approach that focuses on results in all areas, organizational and personal learning, and knowledge sharing.

17 Why the Criteria for Performance Excellence?
Provides a management approach to improve your organization’s performance validated by thousands of organizations nationwide Guides organizations to: Think and act strategically Align processes and resources Engage workforce and customers Focus on key results

18 Why Conduct a Baldrige – Based Assessment?
Provides a fact-based analysis Uses a proven (25 year) tool Enables determining performance on a national yardstick Enables focus on improving that which will have the greatest positive impact on customers, stakeholders, and the organization Builds a customer focus and results oriented culture

19 Baldrige Gets Results! (Business)
Honeywell Federal Manufacturing & Technologies Overall customer satisfaction reached or exceeded 95%. Customer product quality and reliability reached 99.9% for traditional customers and 99% for nontraditional customers. 72% of the workforce indicated a “positive environment,” compared to 56% for commercial best-in-class manufacturers. Cargill Corn Milling (CCM) CCM saved more than $15 million from 2006 to 2008 by using ideas generated by employees. The error-free delivery rate was 99% or above from 2005 to 2008. Per-bushel costs held steady from FY2006 to FY2008 even though energy costs increased 50-80%, chemical costs rose 30%, and maintenance costs increased 10%.

20 Baldrige Gets Results! (Business)
Nestle Purina 2010 Baldrige Recipient

21 Baldrige Gets Results! (Non-Profit)
City of Coral Springs The crime rate decreased by nearly half over 10 years. The percentage of residents who are satisfied with city services has been 95% or higher since 1999. Business satisfaction rose from 76% in 2004 to 97% in 2008. VA Cooperative Studies Program Clinical Research Pharmacy Coordinating Center Budget for new studies grew 143% from 2002 to 2008, compared to 58% for Veterans Affairs. In 2008, productivity (as measured by revenue/employees) of $221,000 compared favorably to that of eight top competitors, with the highest competitor at $195,000. Overall, customer satisfaction increased: the percentage of customers rating the program “good-excellent” increased from 83% in 2003 to 100% in Customer complaints were consistently fewer than 3.4 per million units shipped from 2001 to 2009.

22 Baldrige Gets Results! (Non-Profit)
Concordia Publishing House

23 Baldrige Gets Results! (Education)
Montgomery County Public Schools

24 HENDRICKS AND SINGHAL STUDY
Let the record show… Percentage Change Hendricks and Singhal Study Cover 5 years after deployment of model ( ) Approx. 300 companies in both the award and control group for a total of 600 companies in the same industry and size. Change in performance over 5 year time period. Studies by NIST, universities, business organizations, and the U.S. General Accounting Office have found that the benefits to organizations using performance excellence approaches, such as the Baldrige Criteria, include increased productivity, improved profitability and competitiveness, and satisfied employees and customers. Award recipients have found that by applying the Baldrige Criteria they created a culture for change and excellence within their organizations that ultimately improved employee morale, increased growth, and institutionalized a process for continuous learning and improvement. Performance Measures HENDRICKS AND SINGHAL STUDY

25 Let the record show… Benefits of Baldrige
In this study, Albert N. Link and John T. Scott report that the Baldrige Program's benefit-to-cost ratio is 820 to 1. To arrive at this ratio, they compared the benefits received by the 273 Malcolm Baldrige National Quality Award applicants from 2007 to 2010 with the cost of operating the Baldrige Program. The 820-to-1 ratio represents only the benefits for the surveyed applicants, but it represents all of the Baldrige Program's social costs. Link and Scott note that the benefit-to-cost ratio would be much higher if program costs were compared with the benefits for the entire U.S. economy. This study directly addresses the public accountability question for public programs—namely what is the social benefit of the Baldrige Program and how does the social benefit compare with the social costs. According to the economists, the Baldrige CEOs reported the substantial gains they experienced by using the Baldrige Criteria for Performance Excellence versus the shortfalls had they not invested in Baldrige. The CEOs saw more benefits from use of the Baldrige Criteria and the other resources of the Baldrige Program than if they had used the best available alternatives to develop their performance excellence strategies. And it is these benefits that resulted in the 820-to-1 return for the economy. Three types of social benefit were measured: the applicants’ cost savings from using the freely available Baldrige Criteria instead of a higher-priced alternative gains to U.S. consumers, who had greater satisfaction with higher-quality products gains to the U.S. economy from saving scarce resources, since the Baldrige Criteria were used instead of a higher-cost alternative The conclusion: the Baldrige Program, with the imprimatur of national leadership and a prominent national award presented by the President, creates great value that private sector actions alone could not replicate. Benefits of Baldrige

26 The Baldrige Model Tailored to Help Your Organization Grow
That’s why thousands of organizations of all sizes in every industry use the Baldrige Criteria—and a select group applies for the Missouri Quality Award and the Malcolm Baldrige National Quality Award , including many Missouri companies representing the best of the best in management practices: Large, Fortune 500 companies, including Boeing Aerospace Support (2002 recipient of the Missouri Quality Award, and Malcolm Baldrige National Quality Award recipient). Small businesses, such as Midway USA (2008 recipient of the Missouri Quality Award and 2009 Malcolm Baldrige National Quality Award recipient), and Missouri Corporate Credit Union (2006 Missouri Quality Award Recipient).

27 The Baldrige Model Tailored to Help Your Organization Grow
Large hospitals and hospital systems, like SSM Health Care (2-time Missouri Quality Award recipient and Malcolm Baldrige National Quality Award recipient), Heartland Health (2-time Missouri Quality Award recipient and Malcolm Baldrige National Quality Award recipient) as well as single hospitals like Lake Regional Hospital (2003 Missouri Quality Award recipient). Large and small schools and colleges, such as Northwest Missouri State University (4-time Missouri Quality Award recipient) and Park Hill School District (2009 Missouri Quality Award Recipient).

28 The Baldrige Model Tailored to Help Your Organization Grow
Why Are These Organizations Outperforming? They view their organizations as a integrated holistic “system” They recognize that high-performance comes from all the parts of the “system” working effectively together They use the Criteria for Performance Excellence as a framework to assess and improve their “system”

29 The Baldrige Model What it is NOT
NOT a fad…effective performance model for 25 years NOT (intended to be) additive NOT easy NOT a quick fix NOT a program NOT an award

30 Where Is Your Organization on the Performance Excellence Continuum?
Do your leaders set clear a direction that is aligned with the vision, mission and values and is cascaded throughout the organization with measurable goals? Does your organization factually understand customers — their needs, expectations and preferences? Do people in your organization have the information they need to make good decisions? Ad Hoc Management Approach High Performance Management System

31 How does EiMF help your organization with Baldrige?
The Excellence in Missouri Foundation offers organizations:  An integrated management framework that gets results Assessment tools to evaluate improvement efforts Training for examiners so that they can learn best practices from other organizations and bring those back to your organization Feedback reports from a team of trained experts, highlighting organizational strengths and opportunities for improvement

32 How does EiMF help your organization with Baldrige?
The Excellence in Missouri Foundation offers organizations: Presentations and workshops on how to improve using the Baldrige Criteria Customized assistance tailored to your organization’s needs Conferences and other learning events that showcase best management practices The Missouri Quality Award for organizations recognized as national role models

33 How to Get Started Many organizations tell EIMF that they are not ready to apply for the Missouri Quality Award. So, where do you get started? Examiner Training Assessments Missouri Quality Award Process Customized Consulting Membership and Baldrige Community of Excellence Groups (BPEGs)

34 Why Serve as an Examiner?
Many organizations choose to send examiners through the MQA process to become trained in the Baldrige Criteria. Understanding the MQA Criteria has been compared to completing a “mini-MBA.” Through their training and assessment work, Examiners have the chance to learn how high-performing organizations have used the criteria to improve their own organizations. Examiners also get an opportunity to develop their personal and analytical skills as they work with their fellow team members. The extensive insight they obtain as a result makes them a more valuable person when they bring this learning back to their regular job. Organizations like Midway USA use the Examiner Training as their only Leadership Development program, it’s considered that good!

35 Training Your Workforce
MQA Examiner Training

36 Examiner Benefits Strengthen your ability to use the Criteria for Performance Excellence for organizational assessment Network with peers and enhance your own professional growth Review applications from leading organizations in Missouri to learn how they achieve performance excellence Develop analytical and consensus building skills and a systems perspective that can be applied to your organization Possibly participate in site visit reviews of the highest scoring applicants

37 Examiner Process and Commitments
Expert Examiner Training (3 Days for New Examiners) * 8 Hours General Examiner Training 20 – 30 Hours for Pre-Work 40 Hours for Individual Review 10 Hours for Consensus Prep 8-10 Hours for Consensus Meeting 8-10 Hours for Site Visit Training 1 week of Site Visit work (Sunday – Friday, 60 – 80 Hours, all examiners stay in hotel near applicant with team) *$350 charge for training in 2012, HOWEVER, member organizations can send up to six examiners free of charge. There is a $350 cancellation fee for examiners who do not complete site visit.

38 Examiner Hierarchy Missouri Quality Award New Examiner
Returning Examiner – Typically serves 3 years before becoming a senior examiner Senior Examiner – Skilled at comment writing, and diligent about performing volunteer duties; shows promise as becoming a team leader Team Back-up – Ready to take on additional responsibility of helping organize and assist with new examiners Team Leader – Shows leadership and responsibility, strong ability to organize team activities, answer questions, and direct team members according to the criteria Overseer – Expert on criteria, expected to oversee the team and make sure they are following proper procedures throughout the process Judge – Neutral parties that read feedback reports from the teams, and make determinations on the recipients of the Missouri Quality Award

39 Introduction to Assessments

40 Assessment Purpose Identifies strengths on which to continue building
Identifies next steps to enable achieving the next level of performance Identifies the most important next steps to take Develops widespread understanding of the Baldrige Performance Excellence/Management Model

41 Assessment Hierarchy Malcolm Baldrige National Quality Award
Advanced Level — Three-tiered program —Determines and recognizes role models —Identifies strengths and key next steps Intermediate Level —Assesses interfaces —Builds knowledge of criteria terminology Entry Level —Assesses foundations —Builds knowledge of management model Skilled Level —External Assessment —Addresses full criteria for 3 categories + results Malcolm Baldrige National Quality Award Missouri Quality Award Leadership Triad Application Show Me More! Show Me Challenge

42 Why Do the Show Me Challenge Assessment?
Educate Leadership Team - Baldrige is a top down approach. Educate organization - Organization needs to have a basic understanding of the Baldrige model. Conduct baseline organizational assessment against the Baldrige criteria

43 Show Me Challenge Timeline is 3-6 months for most organizations
Team of 6 OR 12 members of your mid-level employees trained in Baldrige concepts Comprehensive Feedback Report based on the Baldrige Criteria, written by EiMF staff that addresses Strengths and OFIs in each category Key Themes for the identification of next steps

44 Show Me” Internal Assessment Process
Team Training (1 day) Leadership Interviews Walk Around Interviews Walk Around Training (2.5 hours) EIMF develops Feedback Report based on Findings Consensus (1-2 days) Final Report

45 After the Assessment… “Now What?”
Prioritize opportunities for improvement Develop action plans Execute the plans Measure progress Show Me More Assessment MQA Application

46 Missouri Quality Award Process

47 Missouri Quality Award Process It’s Not About a Trophy
The Missouri Quality Award is the state’s highest honor of recognition for an organization’s achievements in Performance Excellence and implementation of the Baldrige Criteria. The MQA process is also a valuable tool that can be used to help an organization identify strengths and opportunities for improvement, regardless of whether an organization receives the award. The real value is in the feedback report. Maybe mention St. Mary’s story about Pres waiting for feedback report backstage.

48 Missouri Quality Award Process
An organization can apply to three different award levels. Level 1 – Fifteen page application including Organization Profile, 6 process questions and 4 results Level 2 – Thirty-five page application including Organization Profile, 24 process questions and 6 results Level 3 – Full 50 page application, to apply for the Missouri Quality Award

49 Missouri Quality Award Process
After application submission… Level 1 – Two senior examiners would lead application review and feedback report Level 2 – Four examiners (1 Team Lead and 3 examiners) perform application review and provide feedback report Level 3 – A team of 8-12 examiners from various sectors and areas of the state perform an individual review of the application. The examiners formulate 6-8 feedback comments addressing each area of the criteria, identifying both strengths and opportunities for improvement. Each examiner spends an average of 60 hours during this stage.

50 Missouri Quality Award Process
Consensus Process: Level 1 – Two examiners collaborate throughout process to create feedback report Level 2 – Coordinate consensus with Level 3 depending on Overseer availability, same process as Level 3 Level 3 – Following Individual Review, the team of examiners come together for a one-day consensus meeting in July, identifying the Key Themes from the comments of all the examiners. During consensus, the team arrives on a score for the application. Important to note that MQA awards site visits much more often than Baldrige.

51 Missouri Quality Award Process
In August, the Board of Judges reviews the consensus scorebook from the teams and determines if an applicant will receive a site visit. Important to note that MQA awards site visits much more often than Baldrige.

52 Missouri Quality Award Process
5. Once a site visit has been awarded, the team of examiners travels in September to the applicant’s location for “walk arounds.” Level 1 – Proposing two ½ day visits separated by 1 to 2 weeks Level 2 – Coordinate with Level 3 site visits, proposing 2 ½ days Level 3 – After 2-3 days on-site, the team spends 2-3 days compiling their final findings into a completed feedback report, usually approximately 50 pages. . In total, the applicant typically receives over 2000 hours of dedicated review from trained professionals, saving thousands of dollars in consulting fees. GREAT VALUE!

53 Missouri Quality Award Process
Based on the final report and scoring, the Board of Judges choose which applicants receive the respective award level. Level 1 – Scoring range of 10-25% receives a Transition to Quality Certificate, scoring range of 30-45% receives a Basic Achievement in Quality Certificate Level 2 – Scoring range of 10-25% receives a Transition to Quality Certificate, scoring range of 30-45% receives a Basic Achievement in Quality Certificate, scoring range of 50-65% receives Overall Achievement in Quality Certificate Level 3 – Missouri Quality Award . In total, the applicant typically receives over 2000 hours of dedicated review from trained professionals, saving thousands of dollars in consulting fees. GREAT VALUE!

54 Missouri Quality Award Process
In November, the MQA recipients are recognized at the annual conference in Columbia, MO. During the conference, examiners are also recognized for their dedication and service, and all attendees are invited to hear speeches from previous MQA recipients and past national Baldrige award recipients.

55 Missouri Quality Award Recipients
There is no limit to the number of awards presented. Previous winners include: 2012 (2 recipients): Research Psychiatric Center (Kansas City), SSM Home Care (St. Louis) 2011 (4 recipients): Federal Reserve Bank of Kansas City (Kansas City), SSM Health Care and SSM Integrated Health Technologies,(St. Louis), University of Missouri Health Care (Columbia) 2010 (6 recipients): Capital Region Medical Center (Jefferson City), Citizens Memorial Healthcare (Bolivar), Lake Regional Health System (Osage Beach), Mid-America Transplant Services (St. Louis), Saint Luke’s Health System (Kansas City), SSM Health Care (St. Louis) 2009 (3 recipients): Concordia Publishing House (St. Louis), Park Hill School District (Kansas City), St. Mary’s Health Center (Jefferson City) 2008 (5 recipients): Federal Reserve Bank of St. Louis (St. Louis), Midway USA (Columbia), Northwest Missouri State University (Maryville), SSM Integrated Health Technologies (St. Louis), SSM St. Francis Hospital and Health Services (Maryville)

56 Thoughts to Consider Applicants who have completed a Show Me Challenge Assessment score, on average, 100 points higher on their state level application than those organizations who did not complete an internal assessment. Of the seven Missouri Organizations who have received Baldrige, every one competed and won at the state level prior to applying to and winning Baldrige.

57 Thoughts to Consider All of the Missouri Baldrige winners build their expertise of the criteria and the examination process by serving as an examiner at the state level. The completion of an internal assessment aids in the completion of an application for the State or National level programs. The feedback report can be leveraged to respond to the criteria questions.

58 Customized Consulting
With expertise in all aspects of the Baldrige Performance Excellence and Business Management Model, EiMF can customize consulting services to your needs. Examples include: Focus Groups Balanced Scorecard Strategic Planning Core Competencies Communications Planning

59 Become a Member Organization

60 Benefits of Membership
Entrance into local BPEG group for networking & educational experiences (cohort learning) Discounts on workshops, conference & Quest events Listing on EiMF promotional materials such as conference programs, website, etc. FREE new examiner training for up to 6 employees ($350 value/each)

61 Organizational Membership
Membership Levels Individual Organizational Membership Premium Membership # Employees 2-15 16-50 51-75 76-99 500+ Stakeholder Supporter Collaborator Facilitator Leader Visionary Partner Dues $150 $250 $500 $750 $1,200 $2,000 $3,000 $3500+ $5K+ $10K+ $20K+ $35K+ $50K+ $75K+ Benefits Category 1 + Benefits Category 2 Benefits Category 3 Benefits Category 4 Benefits Category 5 Benefits Category 6 Benefits Category 7

62 What are your Questions?


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