Using the Baldrige Criteria for Performance Excellence as a Framework for Teaching Service Quality

Transcription

1 Using the Baldrige Criteria for Performance Excellence as a Framework for Teaching Service Quality Annual Meeting of the Service Management and Science Forum August 5, 2013 Las Vegas, Nevada Jim Salsbury McCallum Graduate School of Business Bentley University

2 The Malcolm Baldrige National Quality Award Criteria for Performance Excellence A structured approach to addressing key customer requirements and key operational requirements built around cycles of learning

3 What Is the History of the Program? The Malcolm Baldrige National Quality Improvement Act of 1987, Public Law Created Award program to identify/recognize role model businesses establish criteria for evaluating improvement efforts disseminate/share best practices Expanded to health care, education, and not-forprofit

4 Who Can Apply for the Baldrige Award? Manufacturing Service Small business (manufacturing or service) Education Health care Not-for-profit

5 What Is Performance Excellence? An integrated approach to organizational performance management that results in delivery of ever-improving value to customers, contributing to marketplace success improvement of overall organizational effectiveness and capabilities organizational and personal learning

6 What are The Criteria? Set of expectations or requirements Structured approach to performance improvement Framework for a systems view of performance management Based upon a set of core values Provide a common language

7 Criteria Key Characteristics The Criteria focus on results. The Criteria are non-prescriptive and adaptable. The Criteria support a systems perspective. The Criteria support goal-based assessment and diagnosis.

8 Core Values and Concepts Visionary Leadership Customer Driven Excellence Organizational & Personal Learning Valuing Workforce Members & Partners Agility Focus on the Future Managing for Innovation Management by Fact Societal Responsibility Focus on Results & Creating Value Systems Perspective

9 The Baldrige Criteria Categories 1. Leadership 2. Strategic Planning 3. Customer Focus 4. Measurement, Analysis, and Knowledge Management 5. Workforce Focus 6. Operations Focus 7. Results

10 Criteria Item Listing 1. Leadership (120 points) 1.1 Senior Leadership (70) 1.2 Governance & Social Responsibility (50) 2. Strategic Planning (85 points) 2.1 Strategy Development (40) 2.2 Strategy Implementation (45) 3. Customer Focus (85 points) 3.1 Voice of the Customer (45) 3.2 Customer Engagement (40) 4. Measurement, Analysis, and Knowledge Management (90 points) 4.1 Measurement, Analysis & Improvement of Organizational Performance (45) 4.2 Management of Information, Knowledge & Information Technology (45) 5. Workforce Focus (85 points) 5.1 Workforce Environmenet (45) 5.2 Workforce Engagement (40) 6. Operations Focus(85 points) 6.1 Work Systems (45) 6.2 Work Processes (40) 7. Business Results (450 points) 7.1 Product and Process Outcomes (120) 7.2 Customer-Focused Outcomes (90) 7.3 Workforce-Focused Outcomes (80) 7.4 Leadership and Governance Outcomes (80) 7.5 Financial and Market Outcomes (80) Total Points 1000

11 The Baldrige Framework A Systems Perspective Organizational Profile: Environment, Relationships, and Strategic Situation 2 Strategic Planning 5 Human Resource Focus 1 Leadership 7 Results 3 Customer Focus 6 Operations Focus 4 Measurement, Analysis, and Knowledge Management

12 Three Dimensional Award Scoring System APPROACH DEPLOYMENT RESULTS (HOW) (WHERE) (QUANTITATIVE MEASURES)

13 Approach Approach refers to HOW an organization addresses the item requirements--the method(s) used. Approaches can be policies, procedures, processes, systems, or practices.

14 Effective Approaches Appropriate Fact-based Prevention-oriented Repeatable Systematic Well-integrated Continuously improved Innovative

15 Deployment Deployment refers to the extent to which the organization s approach is applied to all requirements of the item.

16 Full Deployment A fully deployed approach is used for all relevant and important: Business requirements and work units Transactions and interactions with customers, suppliers and the public Internal processes, activities, facilities and employees

17 Results Results refer to outcomes in achieving the purposes given in the Item.

18 World-Class Results Compare favorably to levels achieved by industry or world leaders Are derived from Approach-Deployment Show high quality results Show steady or sustained improvement Are important to customer, product & service, market, process, and action plan performance identified in Org. Profile and Items 1-6

19 MBNQA Winners 2012 Winners Lockheed Martin Missiles and Fire Control (manufacturing) MESA Products Inc. (small business, mfg) North Mississippi Health Services (health care) City of Irving (nonprofit) 2012 Best Practices: Maury Regional Medical Center (strategic planning, workforce focus) Northwest Vista College (leadership, customer focus) PricewaterhouseCoopers Public Sector Practice (leadership, workforce focus)

20 MBNQA Winners 2011 Winners Concordia Publishing House (nonprofit) Henry Ford Health System (health care) Schneck Medical Center (health care) Southcentral Foundation (health care)

21 MBNQA Winners 2010 Winners MEDRAD (manufacturing Nestlé Purina PetCare Co. (manufacturing) Freese and Nichols Inc. (small business, consulting K&N Management (small business, restaurants) Studer Group (small business, consulting) Advocate Good Samaritan Hospital (heath care) Montgomery County Public Schools (education)

22 MBNQA Winners 2009 Winners Honeywell Federal Manufacturing & Technologies (manufacturing) MidwayUSA (small business, catalog/internet retailer) AtlantiCare (health care) Heartland Health (health care) VA Cooperative Studies Program Clinical Research Pharmacy Coordinating Center (nonprofit, clinical trials)

23 MBNQA Winners 2008 Winners Cargill Corn Milling North America (manufacturing) Poudre Valley Health System (health care) Iredell-Statesville Schools (education)

24 MBNQA Case Studies 2012 Tillingate Living (Long term medical care) 2011 TriView National Bank (community bank) 2010 NuGrain Laboratories (research) 2009 Nightengale College of Nursing (education) 2007 Share Food (nonprofit food bank) 2006 Arroyo Fresco Community Health Center (medical clinics) 2005 Landmark Dining (casual dining restaurants) 2004 Sandy Hill School District (public education)

25 Leadership 1.1 Senior Leadership 1.2 Governance & Societal Responsibility Senior Leadership Responsibilities Vision, Values, Direction, Expectations, Communication Empowerment and Innovation Organizational/Employee Learning Performance/Capability Review Use of Results Leadership Improvement Management Accountability Legal & Ethical Behavior & Business Practices Societal Impacts Public Concerns Support and Strengthen Key Communities

26 1.1 Senior Leadership: How do your senior leaders lead? (70 points) Describe HOW SENIOR LEADERS actions guide and sustain your organization. Describe HOW SENIOR LEADERS communicate with your WORKFORCE and encourage HIGH PERFORMANCE. Within your response, include answers to the following questions: 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 your organization s 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 the organization s 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 SENIOR LEADERS achieve the following? create an Environment for organizational PERFORMANCE improvement, the accomplishment of your MISSION and STRATEGIC OBJECTIVES, INNOVATION, PERFORMANCE leadership, and organizational agility Create a WORKFORCE culture that delivers a consistently positive CUSTOMER experience and fosters CUSTOMER ENGAGEMENT Create an environment for organizational and WORKFORCE LEARNING Develop and enhance their leadership skills Participate in organizational LEARNING, succession planning, and the development of future organizational leaders

27 b. Communication and Organizational PERFORMANCE (1) Communication How do SENIOR LEADERS communicate with and engage the entire WORKFORCE? How do SENIOR LEADERS achieve the following? Encourage frank, two-way communication throughout the organization Communicate KEY Decisions Take an active role 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 actin to accomplish the organization's objectives, improve PERFORMANCE, and attain its VISION5 How do SENIOR LEADERS identify needed actions? How do SENIOR LEADERS include a focus on balancing VALUE for CUSTOMERS an do other STAKEHOLDERS in their organizational PERFORMANCE expectations?

28 1.2 Governance and Societal Responsibilities: How do you govern and fulfill you societal responsibilities? (50 points) Describe your organization's GOVERNANCE system and APPROACH to leadership improvement. Describe HOW your organization ensures legal and ETHICAL BEHAVIOR, fulfills its societal responsibilities, and supports its KEY communities. Within your response, include answers to the following questions: a. Organizational GOVERNANCE (1) GOVERNANCE System How does your organization review and achieve the following KEY aspects of your GOVERNANCE system? Accountability for the management s actions Fiscal accountability Transparency in operations and selection of and disclosure policies for GOVERNANCE board members, as appropriate Independence in internal and external audits Protection of STAKEHOLDER and stockholder interests, as appropriate (2) PERFORMANCE Evaluation How do you evaluate the PERFORMANCE of your SENIOR LEADERS, including the chief executive? How do you use these PERFORMANCE evaluations in determining executive compensation? How do you evaluate the PERFORMANCE of members of your GOVERNANCE board, as appropriate? How do SENIOR LEADERS and your GOVERNANCE board use these PERFORMANCE reviews to advance their development and improve both their personal leadership EFFECTIVENESS and that of your board and LEADERSHIP SYSTEM, as appropriate?

29 b. Legal and ETHICAL BEHAVIOR (1) Legal and Regulatory Behavior How do you address any adverse impacts on society of your products and operations? How do you anticipate public concerns with current and future products and operations? How do you prepare for these impacts and concerns in a proactive manner, including conserving natural resources and using EFFRECTIVE supply-chain management PROCESSES, as appropriate? What are your KEY compliance PREOCESSES, MEASURES, and GOALS for achieving and surpassing regulatory and legal requirements, as appropriate? What are your KEY PROCESSES, MEASURES, and GOALS for addressing risks associated with your products and operations? (2) ETHICAL BEHAVIOR How does your organization promote and ensure ETHICAL BEHAVIOR in all interactions? What are your KEY PROCESSES and MEASURES or INDICATORS for enabling and monitoring ETHICAL BEHAVIOR in your GOVERNANCE structure, throughout your organization, and in interactions with CUSTOMERS, PARNERS, suppliers, and other STAKEHOLDERS? How do you monitor and respond to breaches of ETHICAL BEHAVIOR? c. Societal Responsibilities and Support of KEY Communities (1) Societal Well-Being How do you consider societal well-being and benefit as part of your strategy and daily operations? How do you contribute to the well-being of your environmental, social, and economic systems? (2) Community Support How does your organization actively support and strengthen your KEY communities? What are your KEY communities? How do you identify these communities and determine areas for organizational involvement, including areas related to your CORE COMPETENCIES? How do your SENIOR LEADERS, in concert with your WORKFORCE, contribute to improving these communities?

30 Leadership Key Excellence Indicators Strong customer focused strategic vision Clear, easily remembered values High visibility Set aggressive leapfrog goals and demonstrate personal commitment & involvement in quality Create and sustain environment for empowerment, innovation and organizational learning Integrate quality values into daily leadership and management and communicate extensively to all employees Champion for company citizenship

31 Category 1.0 Leadership (120 points) Please use the following scale, which is repeated at the top of each page, in selecting the rating which you think best describes your company s performance on each of the questions asked: 0% Your company doesn t do this. It is not a function of the organization. 25% Some areas of the company do this, but they don t do it very well. 50% An effective method has been established, but only some areas of the company use it. 75% Most areas of the company do this, and they do it well. 100% Our company is well known for doing this better than anyone else in our industry. DK I don t know the answer to this question. To what extent... Have senior leaders clearly described the company s vision, values, strategy and goals? (10 points) Have senior leaders clearly communicated the company s vision, values, strategy and goals to the entire workforce, key suppliers and partners? (10 points) Do senior leaders personal actions reflect a commitment to the organization s values? (10 points) Do company values include a strong commitment to customer satisfaction and to continuous learning throughout the workforce? (10 points) Has senior management regularly communicated and reinforced the importance of satisfying customers and the need for continuous learning throughout the workforce by their words and their actions? (10 points) Do senior leaders encourage frank, 2-way communication throughout the organization? (10 points)

32 0% Your company doesn t do this. It is not a function of the organization. 25% Some areas of the company do this, but they don t do it very well. 50% An effective method has been established, but only some areas of the company use it. 75% Most areas of the company do this, and they do it well. 100% Our company is well known for doing this better than anyone else in our industry. DK I don t know the answer to this question. To what extent... Do all managers concentrate on satisfying the customer, have high performance expectations and review overall performance against these expectations? (10 points) Do most workers focus on satisfying customers and becoming high performers? (10 points) Have senior leaders acted to improve the company s overall performance and make the organization more competitive? (10 points) Do senior leaders demonstrate and promote an organizational environment that foster and requires legal and ethical behavior in all employee interactions? (10 points) Does your organization consider societal well-being and benefit as part of your strategy and daily operation? (5 points) Does senior management support and encourage employees to participate in outside activities that strengthen the community? (5 points) TOTAL POINT VALUE: % SCORE (TOTAL POINT VALUE/52):

33 Customer Focus 3.1 Voice of the Customer 3.2 Customer Engagement Listening to Current Customers Listening to Potential Customers Customer Satisfaction & Engagement Satisfaction Relative to Competitors Dissatisfaction Product Offerings Customer Support Customer Segmentation Customer Data Use Relationship Management Complaint Management

34 3 Customer Focus (85 pts) The Customer Focus Category examines HOW your organization engages 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. 3.1 Voice of the Customer: How do you obtain and use information from your customers? (45 pts) Describe HOW your organization listens to your customers and acquires satisfaction and dissatisfaction information. Within your response, include answers to the following questions: a. CUSTOMER Listening (1) Listening to Current CUSTOMERS How do you listen to CUSTOMERS to obtain actionable information? How do your listening methods vary for different CUSTOMERS, CUSTOMER groups, or market SEGMENTS? How do you use social media and Web-based technologies to listen to CUSTOMERS, as appropriate? How do your listening methods vary across the CUSTOMER life cycle? How do you follow up with CUSTOMERS on the quality of products, CUSTOMER support, and transactions to receive immediate and actionable feedback? (2) Listening to Potential CUSTOMERS How do you listen to former CUSTOMERS, potential CUSTOMERS, and CUSTOMERS of competitors to obtain actionable information and to obtain feedback on your products, CUSTOMER support, and transactions, as appropriate?

35 b. Determination of CUSTOMER Satisfaction and ENGAGEMENT (1) Satisfaction and ENGAGEMENT How do you determine CUSTOMER satisfaction and ENGAGEMENT? How do these determination methods differ among CUSTOMER groups and market SEGMENTS, as appropriated? How do your measurements capture actionable information for use in exceeding your CUSTOMERS expectations and securing your CUSTOMERS ENGAGEMENT (2) Satisfaction Relative to Competitors How do you obtain information on your CUSTOMERS satisfaction relative to their satisfaction with your competitors? How do you obtain information on your CUSTOMERS satisfaction relative to the satisfaction LEVELS of CUSTOMERS of other organizations providing similar PRODUCTS or to industry BENCHMARKS, as appropriate? (3) Dissatisfaction How do you determine CUSTOMER dissatisfaction? How do your measurements capture actionable information for use in meeting your CUSTOMERS requirements and exceeding their expectations in the future?

36 3.2 Customer Engagement: How do you engage customers to serve their needs and build relationships? (40 pts) Describe HOW your organization determines product offerings and communication mechanisms to support CUSTOMERS. Describe also HOW your organization builds a CUSTOMER relationships. Within your response, include answers to the following questions: a. Product Offerings and CUSTOMER support (1) Product Offerings How do you identify CUSTOMER and market requirements for product offerings and services? How do you identify and innovate product offerings to meet the requirements and exceed the expectations of your CUSTOMER groups and market SEGMENTS (identified in your Organizational Profile)? How do you identify and innovate product offerings to enter new markets, to attract new CUSTOMERS, and to provide opportunities for expanding relationships with existing CUSTOMERS, as appropriate? (2) Customer Support How do you enable CUSTOMERS to seek information and CUSTOMER support? How do you enable them to conduct their business with you and provide feedback on your products and your CUSTOMER support? What are your KEY means of CUSTOMER support, including your KEY communication mechanisms? How do they vary for different CUSTOMERS, CUSTOMER groups, or market SEGMENTS? How do you determine your CUSTOMERS KEY support requirements? How do you ensure that CUSTOMER support requirements are DEPLOYED to all people and PROCESSES involved in CUSTOMER SUPPORT? (3) Customer Segmentation How do you use CUSTOMER, market, and product offering information to identify current and anticipate future CUSTOMER groups and market SEGMENTS? How do you consider CUSTOMERS of competitors and other potential CUSTOMERS and markets in this segmentation? How do you determine which CUSTOMERS, CUSTOMER groups, and market SEGMENTS to pursue for current and future products?

37 (4) Customer Data Use How do you use CUSTOMER, market and product offering information to improve marketing, build a more CUSTOMER-focused culture, and identify opportunities for INNOVATION? b. Building CUSTOMER Relationships (1) Relationship Management How do you market, build, and manage relationships with CUSTOMERS to achieve the following? acquire new CUSTOMERS and build market share retain CUSTOMERS, meet their requirements and exceed their expectations in each stage of the CUSTOMER life cycle increase their ENGAGEMENT with you (2) Complaint Management How do you manage CUSTOMER complaints? How does your CUSTOMER complaint management PROCESS ensure that complaints are resolved promptly and EFFECTIVELY? How does your CUSTOMER complaint management PROCESS enable you to recover your CUSTOMERS confidence and enhance their satisfaction and ENGAGEMENT?

38 Key Excellence Indicators Customer and Market Focus In-depth market knowledge and forecasts Proactive customer systems Use of all listening posts to identify customer requirements Surveys Product/service follow-up Complaints Customer turnover All staff Requirements of market segments Define and segment key customer groups and markets Front-line empowerment Attention to hiring, training, attitude, and morale of all employees Strategic infrastructure support for front-line employees Focus on customer relationship management and loyalty Effective complaint management processes Measure customer satisfaction for improvement High levels of satisfaction Consideration of needs of current and potential customers

39 Category 3. Customer Focus (85 points) Please use the following scale, which is repeated at the top of each page, in selecting the rating which you think best describes your company s performance on each of the questions asked: 0% Your company doesn t do this. It is not a function of the organization. 25% Some areas of the company do this, but they don t do it very well. 50% An effective method has been established, but only some areas of the company use it. 75% Most areas of the company do this, and they do it well. 100% Our company is well known for doing this better than anyone else in our industry. DK I don t know the answer to this question. To what extent... Do you know who your customers are, if and how the company has grouped them by type, and what each group of customers currently needs and expects from you? (10 points) Has the company gathered information about what your customers will want in the future and shared that information with you? (10 points) Does the company gather actionable information and feedback on your products and services from former customers, potential customers, and customer of competitors? (10 points) Does the company regularly gather information from customers on their satisfaction, dissatisfaction, and level of engagement with your products and services? (10 points) Do your methods for determining customer satisfaction, dissatisfaction, and engagement differ among customer groups and market segments, as appropriate? (10 points) Do you know how your levels of satisfaction and engagement compare with competitors? (10 points)

40 Please use the following scale, which is repeated at the top of each page, in selecting the rating which you think best describes your company s performance on each of the questions asked: 0% Your company doesn t do this. It is not a function of the organization. 25% Some areas of the company do this, but they don t do it very well. 50% An effective method has been established, but only some areas of the company use it. 75% Most areas of the company do this, and they do it well. 100% Our company is well known for doing this better than anyone else in our industry. DK I don t know the answer to this question. Does the company use customer satisfaction information throughout the organization to improve upon its products and services? (10 points) Do your customers find it easy and hassle free to do business with your company? (10 points) Does the company make it easy for customers to seek assistance and voice complaints and resolve those complaints quickly? (10 points) Does the company analyze customer complaints and take actions to eliminate the source of these complaints? (10 points) TOTAL POINT VALUE: % SCORE (TOTAL POINT VALUE/40):

41 Information and Analysis 4.1 Measurement and Analysis of Organizational Performance 4.2 Management of Information, Knowledge & Information Technology Selection/Alignment/Integration of Measures Comparative Data and Information Use of Customer Data Keep Current with Changing Needs/Agility Data/Information Analysis/Use Communication of Results Alignment with Business Results, Strategic Objectives, Action Plans Drive Performance Improvement/Innovation Integrity, Reliability, Accuracy, Timeliness, Security, Confidentiality Availability/Accessibility Knowledge Management Hardware/Software Reliability, Usability/security Emergency Availability

42 4.1 Measurement, Analysis, and Improvement of Organizational Performance: How do you measure, analyze, and then improve organizational performance?? (45 points) Describe HOW your organization measures, analyzes, reviews, and improves its PERFORMANCE through he use of data and information at all levels and in all pats of your organization. Within your response, include answers to the following questions: a. PERFORMANCE MEASUREMENT (1) PERFORMANCE MEASURES How do you select, collect, align, and integrate data and information for tracking daily operations and overall organizational PERFORMANCE, including progress relative to STRATEGIC OBJECTIVES and ACTION PLANS? What are your KEY organizational PERFORMANCE MEASURES, including KEY short-term and longer-term financial MEASURES? How frequently do you track these MEASURES? How do you use these data and information to support organizational decision making and INNOVATION? (2) Comparative Data How do select and ensure the EFFECTIVE use of KEY comparative data and information to support operational and strategic decision making and INNOVATION? (3) Customer Data How do select and ensure the EFFECTIVE use of VOICE-OF-THE-CUSTOMER data and information (including complaints) to support operational and strategic decision making and INNOVATION? (4) Measurement Agility How do you ensure that your PERFORMANCE measurement system is able to respond to rapid or unexpected organizational or external changes?

43 b. PERFORMANCE ANALYSIS and Review How do you review organizational PERFORMANCE and capabilities? How do you use your KEY organizational PERFORMANCE MEASURES in these reviews? What ANALYSES do you perform to support these reviews and ensure that conclusions are valid? How do you use these reviews to assess organizational success, competitive PERFORMANCE, financial health, and progress relative to STRATEGIC OBJECTIVES and ACTION PLANS? How do you use these reviews to assess your organization s ability to respond rapidly to changing organizational needs and challenges in your operating environment? c. PERFORMANCE Improvement (1) Best-Practice Sharing How do you use PERFORMANCE review findings to share lessons learned and best practices across organizational units and WORK PROCESSES? (2) Future Performance How do use PERFORMANCE review findings and KEY comparative and competitive data to project future PERFORMANCE? (3) Continuous Improvement and INNOVATION How do you use organizational PERFORMANCE review findings to develop priorities for continuous improvement and opportunities for INNOVATION? How are these priorities and opportunities DEPLOYED to work group and functional-level operations throughout your organization? When appropriate, HOW are the priorities and opportunities DEPLOYED to your suppliers, PARTNERS, and COLLABORATORS to ensure organizational ALIGNMENT?

44 4.2 Management of Information, Knowledge, and Information Technology: How do you manage your information, organizational knowledge, and information technology? (45 points) Describe HOW your organization builds and manages its KNOWDLEDGE ASSETS. Describe HOW your organization ensures the quality and availability of needed data, information, software, and hardware for your WORKFORCE, suppliers, PARTNERS, COLLABORATORS, and CUSTOMES. Within your response, include answers to the following questions: a. Data, Information, and Knowledge Management (1) Properties How do you manage your organizational data, information, and knowledge to ensure the following properties? accuracy Integrity and reliability Timeliness Security and confidentiality (2) Data and Information Availability How do you make needed data and information available to your WORKFORCE, suppliers, PARTNERS, COLLABORATORS, and CUSTOMERS, as appropriate?

45 (3) Knowledge Management How do you manage organizational knowledge to accomplish the following? the collection and transfer of WORKFORCE knowledge The transfer of relative knowledge from and to CUSTOMERS, suppliers, PARTNERS, and COLLABORATORS the rapid identification, sharing, and implementation of best practices The assembly and transfer of relevant knowledge for use in your INNVOATION and strategic planning PROCESSES b. Management of information Resources and Technology (1) Hardware and Software Properties How do you ensure that hardware and software are reliable, secure, and user-friendly? (2) Emergency Availability In the event of an emergency, HOW do you ensure the continued availability of hardware and software systems and the continued availability of data and information to EFFECTIVELY serve CUSTOMERS and business needs?

46 Leading Practices (1 of 2) Develop a set of performance indicators that reflect customer requirements and key business drivers Use multiple aligned and interlinking measures (internal and external) Use comparative information and data to improve overall performance and competitive position Involve everyone in measurement activities and ensure that information is widely visible

47 Leading Practices (2 of 2) Ensure that data are actionable, reliable and accessible to all who need them Use sound analytical methods to conduct analyses and use the results to support strategic planning and daily decision making Organizational knowledge captured and shared internally and externally Benchmarking of best-in-class processes and results Continually refine information sources and their uses within the organization

48 Category 4. Measurement, Analysis, & Knowledge Management (90 points) 0% Your company doesn t do this. It is not a function of the organization. 25% Some areas of the company do this, but they don t do it very well. 50% An effective method has been established, but only some areas of the company use it. 75% Most areas of the company do this, and they do it well. 100% Our company is well known for doing this better than anyone else in our industry. DK I don t know the answer to this question. To what extent... Does the company collect financial, customer, employee, supplier, operations and quality information and data which it uses to evaluate its performance on those things that are important to the company s success? (15 points) Does the company make this information available to those within the company who need it in a timely manner, as well as suppliers, partners, collaborators, and customers, as appropriate? (10 points) Do you have a process for analyzing the information and data that the company makes available that helps you make decisions, monitor your progress in meeting your goals, and identify important areas which need improvement? (10 points) Does the company choose improvement activities based on how the improvements will increase sales and revenue, reduce costs, increase customer satisfaction, drive innovation and achieve other organizational goals and action plans? (15 points) Does the company regularly evaluate the information and data that it collects and how it is distributed to ensure that it meets the changing needs of the company and of those who must use it? (5 points) Does the company collect information about other companies, both competitors and world class organizations, against which compares its performance on key processes and results? (5 points)

49 0% Your company doesn t do this. It is not a function of the organization. 25% Some areas of the company do this, but they don t do it very well. 50% An effective method has been established, but only some areas of the company use it. 75% Most areas of the company do this, and they do it well. 100% Our company is well known for doing this better than anyone else in our industry. DK I don t know the answer to this question. To what extent... Does the company use information collected about other companies to identify opportunities for improvement? (5 points) Does the company set and communicate stretch targets for important processes and results? (5 points) Does the company encourage the collection and sharing of relevant knowledge, including best practices, from one area of the company to another? (5 points) Does the company ensure the accuracy, integrity and reliability, timeliness, security and confidentiality of its data, information, and knowledge? (5 points) Does the company ensure that hardware and software are reliable, secure, and user-friendly? (5 points) Does the company keep its data and information availability mechanisms, including software and hardware, current with business needs and directions and with technological changes in your operating environment? (5 points) TOTAL POINT VALUE: % SCORE (TOTAL POINT VALUE/48:

50 SFM654: Managing Quality in Services Instructions for Baldrige Written Category Evaluations 1. Read the requirements for the Organizational Profile and assigned Category. 2. Read the applicant s responses to the Organizational Profile and assigned Category from the case study. 3. As you read the applicant s response to each requirement for the assigned Category item (e.g., 1.1a, 1.1b, 3.1a, 3.1b, etc.), identify what you consider to be the strengths and/or opportunities for improvement in the applicant approaches and deployment. 4. List the strengths and opportunities for improvement, as in the example provided for each item assigned (e.g. 1.1 Organizational Leadership; 1.2 Public Responsibility and Citizenship; 3.1 Customer and Market Knowledge; 3.2 Customer Relationships and Satisfaction, etc.). For each strength or opportunity for improvement identified, include a brief so what that indicates why you believe it is a strength or opportunity for improvement. 5. Once you have completed the Strengths and Opportunities for Improvement for each Category Item assigned (e.g. 1.1 Organizational Leadership; 1.2 Public Responsibility and Citizenship; 3.1 Customer and Market Knowledge; 3.2 Customer Relationships and Satisfaction, etc.), assign a score based on the Scoring Guidelines for Approach and Deployment found in the Criteria for Performance Excellence booklet on page 68 and briefly explain your score in the context of the scoring guidelines.

51 Your Name TriView National Bank 2.1 STRATEGIC DEVELOPMENT Area to +/++ Address STRENGTHS Category 2 Evaluation + a(1) The applicant s SPP (Figure 2.1-1) is aligned with key customer, workforce, and work process elements. Participants include the BOD, the EMC, the Marketing Team, branch and functional managers, and an external economist, and inputs/outputs include Voice of the Customer (VOC) sources, regulatory watch data, and the Associate Capability and Capacity Planning Process (ACCPP). A one year plan corresponds with regulatory requirements, while a three-year plan allows for action plan implementation. + a The applicant s integrated approach to strategy development helps identify blind spots and enable agility as risks and scenarios change during the year. The applicant develops a macro view of the organization, its environment, and potential risks through the SPP. An in-depth risk analysis; projection of three scenarios for each area of risk; a Strengths, Opportunities, Weaknesses, and Threats (SWOT) analysis; and inputs from an external economist contribute to this view. + b(1) The applicant s strategic objectives for customers, associates, processes, and regulatory and financial interests (Figure 2.2-1) are each aligned with the core competencies and strategic advantages to be leveraged, the strategic challenges to be addressed, the most important goals, and short- and long-term action plans with timetables for accomplishment. This snapshot view also includes scorecard metrics with short- longterm, and some comparative projections. Area to -/-- Address OPPORTUNITIES FOR IMPROVEMENT - b(2) The applicant does not appear to address several strategic objective considerations. These include the challenge of a retirement wave, which may affect workforce capacity planning; the community, which may hinder addressing the loss of public confidence; and innovations in products and operations, which may limit opportunities to gain market share. Also, objectives for associates and processes have no long-term objectives, inhibiting alignment with other long-term objectives. - a There is little evidence of cycles of learning and improvement for the steps or activities used in developing strategies. For instance, the applicant provides few examples of improvements resulting from the biannual evaluation of the SPP (e.g., execution of process steps or activities, participants, time frame, process inputs. Continued process improvement and innovation may facilitate the allocation of resources to capitalize on opportunities in a rapidly changing environment. - a(1) It is unclear how the SPP addresses plans shorter than a year, such as the one-week microterm planning horizon, or how it changes the current-year plan to address challenges/opportunities identified in the MNO-Factor Watch, which enables the EMC to monitor regulatory bodies. Quick responses to rapidly changing regulations and emerging challenges may provide a strategic example.

52 2.2 STRATEGY IMPLEMENTATION Area to +/++ Address STRENGTHS + a(1) A systematic catchball process transitions the SPP from development to deployment by aligning action plans with strategies for the three scenarios derived earlier. Key short- and long-term action plans for the 2011 sustain scenario (Figure 2.2-1) are aligned with strategic objectives. Planned product and service changes include adapting face-to-face Legendary Service to work seamlessly with a customer base that is connected electronically via Internet and cell phone. + a(3) The applicant s approach to resource allocation may foster success in achieving strategies. Resources are considered from varying perspectives throughout the SPP (e.g., as part of risk analysis and in reviewing plans for potential blind spots). During the catchball process, branch and department managers develop a fishbone diagram to identify people, process, technology, and capital investment resources necessary to accomplish plans. + a(2) The applicant aligns action plan deployment with leadership, workforce, and work system processes. Action plans cascade from leadership to associates through deployment meetings; rapid deployment teams use the TOE process to change the business, update work system design, and achieve breakthrough improvements; and IPPs to delineate each associate s role in achieving specific goals or action plans. Reviews at varying levels and time frames help sustain action plans throughout the year. + a(5) Key action plans measures and indicators integrated in the TNB Scorecard (TNBSC; Figure 4.1-2) and used to align efforts throughout the organization. For example, the EMC reviews the strategic plan quarterly, reaffirming that selected scenario s applicability, and evaluates TNBSC metrics against projections and benchmarks. Similar reviews are conducted by divisions, branches, and departments; by the Marketing Team; and with key suppliers. Area to -/-- Address OPPORTUNITIES FOR IMPROVEMENT - a(4) The applicant does not describe plans to address potential impacts on and changes to the workforce. These include the pending retirement wave, increasingly difficult customers, cost reductions that require associates to perform multiple jobs, changes in banking regulations, or the absorption of large numbers of employees (e.g., through acquisitions). These gaps may impact the applicant s strategic advantage of a loyal and stable workforce. - a There is little evidence of cycles of learning and improvement for the deployment phase of the SPP. In particular, the applicant provides few examples of improvements identified from the regression analysis that correlates the effectiveness of action plans with key metrics. Learning and improvement in this area may help the applicant sustain key outcomes of those strategies and plans. - a(6) A systematic process is not evident for modifying existing action plans and executing new plans when indicated. For example, it is not clear how modified action plans are

53 deployed through the SPP and throughout the organization when Trust Teams determine that corrective action is necessary. - b Several scorecard metrics (Figure 2.2-1) lack long-term comparative projections that are derived from the SPP. These metrics include total deposits, associate satisfaction, and time deposit statement accuracy. The lack of such metrics may prevent the identification of opportunities for breakthrough improvement. SCORING The applicant is assigned a score of 60 for Item 2.1, Strategic Development. The bank demonstrates an effective, systematic approach, responsive to the OVERALL REQUIREMENTS of the item. The approach is well deployed, although there appear to be some gaps in deployment related to recent acquisitions. The bank s approach to improvement of key strategic planning processes is fact-based and systematic, with some organizational learning and innovation (provide an example of learning and/or innovation from case). The approach is aligned with some of the bank s organizational needs identified in the Organizational Profile (Identify an example of alignment). The applicant is assigned a score of 55 for Item 2.2, Strategy Implementation. Again, the bank demonstrates an effective, systematic approach, responsive to the OVERALL REQUIREMENTS of the item. The approach is well-deployed, although there appear to be some gaps in deployment related to recent acquisitions. While there is a fact-based, systematic evaluation and improvement process in place for improving the efficiency and innovation, there is little evidence of cycles of learning. The approach is aligned with some of the bank s organizational needs identified in the Organizational Profile (Identify an example of alignment).