2015 Baldrige Performance Excellence Program | Baldrige Performance Excellence Program | 2015 Introduction to the Baldrige Excellence Framework A systems approach to improving your organization Tedd Snyder Snyder Consulting & Associates

2015 Baldrige Performance Excellence Program | It amazes me that U.S. businesses spend so much money on “how-to” books and course work to teach leaders how to build successful organizations. My recommendation: implement the Baldrige-based Criteria in your business. No other single document can help build a long-term successful organization. —Jerry Rose, Vice President, Cargill, Inc.

2015 Baldrige Performance Excellence Program | For 27 years: Defining organizational performance excellence Helping organizations improve

2015 Baldrige Performance Excellence Program | The Criteria for Performance Excellence... Represent the leading edge of validated leadership and performance practice Were first created in 1987 Are updated every two years

2015 Baldrige Performance Excellence Program | The Baldrige Framework Is the Basis for... State, local, and sector-based performance excellence programs Many of the nearly 100 performance excellence programs around the globe

2015 Baldrige Performance Excellence Program | Wisconsin Forward Award Program is developmental, not just recognizing the best Four levels of Award – Excellence (top level) – Mastery – Proficiency – Commitment To help organizations get started program offers: – Workshops, learning opportunities, networking – self-assessments – alternative assessments – Baldrige 101 6

2015 Baldrige Performance Excellence Program |

2015 Baldrige Performance Excellence Program | A Systems Perspective Managing all the parts of your organization as a unified whole Ensuring that plans, processes, measures, and actions are consistent Ensuring that the individual parts work together beneficially

2015 Baldrige Performance Excellence Program | The Baldrige Excellence Framework includes... Core values and concepts Criteria for Performance Excellence Scoring system

2015 Baldrige Performance Excellence Program | A Focus on Improvement Do your approaches address your organization’s needs? Are your processes consistently effective? How good are your results? Is your organization learning, improving, and innovating?

2015 Baldrige Performance Excellence Program | Core Values and Concepts Systems perspective Visionary leadership Ethics and transparency Delivering value and results Customer-focused excellence Valuing people Organizational learning and agility Focus on success Managing for innovation Management by fact Societal responsibility

2015 Baldrige Performance Excellence Program | Criteria for Performance Excellence

2015 Baldrige Performance Excellence Program | Organizational Profile P.1 Organizational Description P.2 Organizational Situation l Starting point for self-assessment and application preparation l Basis for early action planning

2015 Baldrige Performance Excellence Program | Scoring System Scoring guidelines Importance to your organization Two dimensions: process and results

2015 Baldrige Performance Excellence Program | Category Point Values 1Leadership120 2Strategy 85 3Customers 85 4Measurement, Analysis, and Knowledge Management 90 5Workforce 85 6Operations 85 7Results450 Total 1,000

2015 Baldrige Performance Excellence Program | Evaluating Processes Approach: How do you accomplish your organization’s work? How systematic are your key processes? Deployment: How consistently are your key processes used? Learning: Have you evaluated and improved your key processes? Have improvements been shared? Integration: How do your processes address organizational needs? Steps, Timing, Owner, Repeatable, Inputs, Effective)

2015 Baldrige Performance Excellence Program | Senior leaders’ actions, organizational governance, and societal responsibilities 1.1 Senior Leadership (70 pts.) 1.2 Governance and Societal Responsibilities (50 pts.) 1. Leadership (120 pts.)

2015 Baldrige Performance Excellence Program | Senior Leadership 1.1 Senior Leadership: How do your senior leaders lead the organization? (1) How do senior leaders set your organization’s vision and values? (2) How do senior leaders’ actions demonstrate their commitment to legal and ethical behavior? (3) How do senior leaders’ actions build an organization that is successful now and in the future? (4) How do senior leaders communicate with and engage the entire workforce and key customers? (5) How do senior leaders create a focus on action that will achieve the organization’s mission?

2015 Baldrige Performance Excellence Program | a. Vision, Values, and Mission (1) Vision and Values: How do senior leaders set your organization’s vision and values? How do senior leaders deploy the vision and values through your leadership system, to the workforce, to key suppliers and partners, and to customers and other stakeholders, as appropriate? How do senior leaders’ actions reflect a commitment to those values? (2) Promoting legal and ethical behavior: How do senior leaders’ actions demonstrate their commitment to legal and ethical behavior? How do they promote an organizational environment that requires it? (3) Creating a sustainable organization: How do senior leaders create a sustainable organization? How do they: create an environment for the achievement of your mission, improvement of organizational performance, performance leadership, and organizational and personal learning; create a workforce culture that delivers a consistently positive customer experience and fosters customer engagement; create an environment for innovation and intelligent risk taking, achievement of your strategic objectives, and organizational agility; and participate in succession planning and the development of future organizational leaders? b. Communication and Organizational Performance (1) Communication: How do senior leaders communicate with and engage the entire workforce and key customers? How do they encourage frank, two-way communication, including effective use of social media? How do they communicate key decisions? How do they take an active role in motivating the workforce, including participation in reward and recognition programs, to reinforce high performance and a customer and business focus? (2) Focus on Action How do senior leaders create a focus on action that will achieve the organization’s objectives, improve its performance, enable innovation and intelligent risk taking, and attain its vision? How do senior leaders identify needed actions? In setting expectations for organizational performance, how do senior leaders include a focus on creating and balancing value for customers and other stakeholders? Note: Source Criteria

2015 Baldrige Performance Excellence Program | Strategic and action planning Implementation of plans 2.1 Strategy Development (45 pts.) 2.2 Strategy Implementation (40 pts.) 2. Strategy (85 pts.)

2015 Baldrige Performance Excellence Program | Listening to the voice of the customer and engaging customers 3.1 Voice of the Customer (40 pts.) 3.2 Customer Engagement (45 pts.) 3. Customers (85 pts.)

2015 Baldrige Performance Excellence Program | Analysis, review, and improvement of organizational performance Management of information, knowledge, and information technology 4.1 Measurement, Analysis, and Improvement of Organizational Performance (45 pts.) 4.2 Knowledge Management, Information, and Information Technology (45 pts.) 4. Measurement, Analysis, and Knowledge Management (90 pts.)

2015 Baldrige Performance Excellence Program | Building an effective workforce environment Engaging, developing, and managing your workforce 5.1 Workforce Environment (40 pts.) 5.2 Workforce Engagement (45 pts.) 5. Workforce (85 pts.)

2015 Baldrige Performance Excellence Program | Designing, managing, and improving work processes Improving operational effectiveness 6.1 Work Processes (45 pts.) 6.2 Operational Effectiveness (40 pts.) 6. Operations (85 pts.)

2015 Baldrige Performance Excellence Program | Operations 6.1 Work Processes: How do you design, manage, and improve your key products and work processes? (1) How do you determine key product* and work process requirements? (2) How do you design your products and work processes to meet requirements? (3) How does your day-to-day operation of work processes ensure that they meet key process requirements? (4) How do you determine your key support processes? (5) How do you improve your work processes to improve products and performance, enhance your core competencies, and reduce variability? (6) How do you manage for innovation?

2015 Baldrige Performance Excellence Program | Evaluating Results Levels: What is your current performance? Trends: Are the results improving, staying the same, or getting worse? Comparisons: How does your performance compare with others? Integration: Are you tracking important results? Are you using the results?

2015 Baldrige Performance Excellence Program | Performance and improvement in all key areas Performance levels, trends, and comparative data 7.1 Product and Process Results (120 pts.) 7.2 Customer-Focused Results (80 pts.) 7.3 Workforce-Focused Results (80 pts.) 7.4 Leadership and Governance Results (80 pts.) 7.5 Financial and Market Results (90 pts.) 7. Results (450 pts.)

2015 Baldrige Performance Excellence Program | Jump-start change initiatives Energize improvement initiatives Enable a focus on common goals Assess performance against the competition Align resources with strategic objectives What Can the Baldrige Framework Do for Your Organization?

2015 Baldrige Performance Excellence Program | Start Improving Your Organization Purchase the Baldrige Excellence Framework or download free content. Become a Baldrige, WFA, ILPEX, AHCA examiner, or attend examiner training. Attend a national or regional Baldrige conference. Do a Baldrige self-assessment or sign up for a self assessment workshop.

2015 Baldrige Performance Excellence Program | Contact your state or local Baldrige-based program. Consider the Baldrige Executive Fellows Program for a senior leader. Contact a Baldrige Award recipient. Apply for a Baldrige-based award, or consider a Baldrige Collaborative Assessment. Start Improving Your Organization

2015 Baldrige Performance Excellence Program | Questions? Tedd Snyder has 30 years of experience with excellence approaches including Six Sigma, Lean, Lean Six Sigma, the Baldrige Excellence Framework, and the Deming Prize. Tedd is an alumnus examiner for the Baldrige Program, serving since 2007, and has served as an examiner, team leader, and judge with the Wisconsin Forward Award since it began in He is also on the Judges Panel with Washington state. Tedd has assisted with program administration in Wisconsin and Washington. Tedd also serves as a Master Examiner for the American Health Care Association Quality Award which uses the Baldrige Framework. AHCA is a non-profit federation of affiliate state health organizations, together representing more than 11,000 non- profit and for-profit nursing facility, assisted living, developmentally-disabled, and subacute care providers that care for approximately one million elderly and disabled individuals each day.

2015 Baldrige Performance Excellence Program | For more information Baldrige: Wisconsin: Illinois: AHCA

2015 Baldrige Performance Excellence Program | Some Useful Links Baldrige Excellence Builder: der.pdf der.pdf Criteria for Performance Excellence _Baldrige_Criteria_Business_Nonprofit_Examiner_Use_Only.pdf _Baldrige_Criteria_Business_Nonprofit_Examiner_Use_Only.pdf Pewaukee School District’s Journey quali.pewaukeeschools.schoolfusion.us/modules/groups/integrated_hom e.phtml?&gid= &sessionid=b98b37fa191c0d a5a8bdc231 1&_ga=GA &_gat=1