The Baldrige Process. John Vinyard and John Latham

Transcription

1 The Baldrige Process John Vinyard and John Latham GENITECT, LLC 2005

2 Overview The Award Why Apply Four Key Concepts Key Factors (context) Core Values and Concepts (design principles) The Performance Excellence Model (system) The Path to Performance Excellence (maturity model) The Leadership System Integrated System Healthcare Examples Learn More?

3 The Malcolm Baldrige National Quality Award The highest award for performance excellence given by the U.S. Government Under the Department of Commerce Emulated by countries around the world Synonymous with high performance

4 Healthcare Category Recipients Robert Wood Johnson University Hospital Hamilton Baptist Hospital, Inc Saint Luke s Hospital of Kansas City SSM Healthcare

5 States With State, Local, or Senate Productivity Award Programs

6 Quality Awards Around the World

7 Why Apply? It amazes me that U.S. businesses spend so much money on how-to books and coursework 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, President Sunny Fresh Foods Baldrige Award Recipient, 1999

8 Four Dimensions of the Performance Excellence Model 1. Key Organization Factors Organizational Description a. Org Environment b. Org Relationships Organizational Challenges a. Competitive Environment b. Strategic Challenges c. Perf Improvement System This is Who We Are Investors This is What We Do 3. Business Systems Leadership Strategy Customer and Market Focus Measurement, Analysis and Knowledge Management Human Resource Focus Process Management Results - Scorecard 2. Design Principles Visionary Leadership Customer-driven Excellence Organizational & Personal Learning Valuing Employees & Partners Agility Focus on the Future Managing for Innovation Management by Fact Social Responsibility Focus on Results & Creating Value Systems Perspective Suppliers & Partners This is What We Believe Performance Management System Employees Customers This is How Well We Do It 4. Maturity Model Reacting to Problems Early Systematic Approach Aligned Approach Integrated Approach

9 The Context Key Factors Organizational Description Organizational Environment Organizational Relationships Organizational Challenges Competitive Environment Strategic Challenges Performance Improvement System

10 Core Values and Concepts 1. Visionary Leadership 2. Patient-Focused Excellence 3. Organizational and Personal Learning 4. Valuing Staff and Partners 5. Agility 6. Focus on the Future 7. Managing for Innovation 8. Management by Fact 9. Social Responsibility and Community Health 10.Focus on Results and Creating Value 11.Systems Perspective

11 The Baldrige Performance Excellence Model for Healthcare

12 Path to Performance Excellence Reacting to Problems Systematic Approach Alignment Integration Organizational Learning Key stakeholders initially very excited but ultimately disappointed when you can t execute Boom Bust Curve! 3 Integration Strategic Leadership 2 Alignment 1 Basic System Execution Excellence Great services but not meeting the needs of the key stakeholders Systematic Approach Reacting to Problems Adapted from: Tang, V. & Bauer, R. (1995). Competitive Dominance

13 The Baldrige Bottom Line Process = Points

14 Leadership Successful leaders create an environment for peak performance. Ed Schaniel

15 Leadership System Leader task or behavior that cannot be delegated Make Behavior and Process Changes Set Direction Role Model Adjust the Plans Communicate Direction Develop, Recognize and Reward Review and Analyze Performance Understand Stakeholder Requirements and Expectations Develop Strategic and Action Plans Build Commitment Measure and Understand Results Execute the Plan Run the Business Resource, Motivate, and Empower

16 Multiple Stakeholder Model Community Investors Suppliers & Partners Performance Management System Patients and Customers Staff Community

17 Baldrige Bookends Who Is The Customer, Segment Or Group? P1b(2) What Are The Customer Requirements & Expectations for Products and Services? P1b(2) How Are We Performing Against The Customer Requirements? 7.2 Is The Customer Satisfied? 7.1a(1) Is The Customer Loyal? 7.1a(2) XXX

18 In Summary Use This Business Model and You Will Never Run Out Of Opportunities For Improvement

19 Learn more: Book - CD-ROM - Web Site

20 Presenters John Vinyard and John Latham GENITECT, LLC Atlanta and Colorado Springs Clients use the Baldrige Model to accelerate excellence Senior Baldrige Examiners Worked with 6 Baldrige Winners Authors of the Baldrige Users Guide (a.k.a. BUG) Leveraging Your Organization s Genius SM