Baldrige, It s not just about an Award. Presented by: Jennifer Burmeister & Sylvia Rolfs.

Transcription

1 Baldrige, It s not just about an Award Presented by: Jennifer Burmeister & Sylvia Rolfs

2 Do you ever ask yourself any of these items below? How do I Improve HR selection Improve support processes Improve compliance Improve reward & recognition Improve accuracy Improve planning Improve cycle time 2

3 Vision Vision Focusing Energy & Resources Mission Mission Alignment 3

4 Objectives of Using Baldrige Identifies strengths and improvement opportunities Facilitates improvement, alignment, and integration Assists in delivery of value to stakeholders Facilitates organizational and personal learning Monitors progress over time 4

5 The Baldrige Framework Drivers Core Work Results Leadership Strategic Planning Customer & Mkt Focus Workforce Focus Process Management Results Measurement, Analysis, and Knowledge Management The foundation of the assessment is the Malcolm Baldrige National Quality Award, which outlines validated Criteria that have been shown to produce excellent organizational results. The Criteria are divided into seven Categories which form an organizational system. 5

6 The Criteria are Flexible Is based on a set of validated, leading edge practices Is applicable to any organizational entity manufacturing, service, health care, schools, non-profits, public sector agencies Is scaleable can be used for very small or very large, complex organizations (or parts of organizations) Encourages communication and knowledge sharing helps build a common language 6

7 Baldrige Integrating Frameworks/Tools Identify Improvement Lean Baldrige as a management system sets an overall organizational context of excellence and integrates and aligns improvement initiatives. Value Stream Mapping 5S Kanban Empowered Teams Kaizen Eliminate Waste Six Sigma Lean is used to eliminate waste from processes. It has been characterized as broad and shallow. D M A I C Six Sigma is used to perfect processes from which waste has been eliminated. It has been characterized as narrow and deep. Eliminate Variation Scorecard Financial Customer Strategy Process Monitor Progress Learning/ Innovation Scorecards measure the progress of the organization in accomplishing strategic and operational goals. 7

8 Baldrige Performance Excellence Understanding the Baldrige Criteria

9 Organizational Profile & Category 1 through 7 Organizational Profile sets the context for the way an organization operates Categories 1 6 define processes that make up the work of the organization Category 7 Results a composite of process outcomes 9

10 Activity - Discussion Category 1 - Leadership What do good leaders do? At your tables list as a group the characteristic of good leaders. 10

11 Category 1 Leadership 1.1 Senior Leadership Mission vision values Communication Organizational performance elated 1.2 Governance and Societal Responsibility Governance Legal and ethical behavior Societal responsibilities and support of key communities 11

12 Category 2 - Strategic Planning 2.1 Strategy Development Strategy development process Strategic Objectives 2.2 Strategy Implementation Action plan development Performance projections 12

13 Category 3 Customer Focus 3.1 Voice of the Customer Customers and stakeholder listening Determination of customers and stakeholder satisfaction and engagement 3.2 Customer Engagement Customer Service offerings and stakeholder support Building customer and stakeholder relationships 13

14 Category 4 Measurement, Analysis, and Knowledge Management 4.1 Measurement, Analysis, and Improvement of Organizational Performance Performance measurement Performance analysis and review Performance Improvement 4.2 Management of Information, Knowledge, and Information Technology Data, information, and knowledge management Management of information resources and technology 14

15 Category 5 Workforce Focus 5.1 Workforce Environment Workforce capability and capacity Workforce climate 5.2 Workforce Engagement Workforce performance Assessment of workforce engagement Workforce and leader development 15

16 Category 6 Operations Focus 6.1 Work Systems Work system design Work system management Emergency readiness 6.2 Work Processes Work process design Work process management 16

17 Category 7 Results 7.1 Process Outcomes 7.2 Customer-Focused Outcomes 7.3 Workforce-Focused Outcomes 7.4 Leadership and Governance Outcomes 7.5 Financial and Market Outcomes 17

18 The Proof 18

19 How is Baldrige working for some local organizations? The Baldrige framework is a foundation and a benchmark for us as we work to integrate Mayo Clinic in the Midwest. The domains provide us with a focus to understand and address our challenges as we work to transform health care systems and the delivery of care. Dr. Rob Nesse CEO Mayo Clinic Health System "Continuous improvement is a core value of the Byron School District. Over the last decade, our position of excellence has been achieved through the deployment, alignment and evaluation of continuous improvement processes. Our PDSA plans and district goals are central to improving student learning and student achievement." Dr. Wendy Shannon Superintendent Byron Public Schools 19

20 How is Baldrige working for some local organizations? "Throughout my 40 year career I have been passionate about improvement - both personally and within whatever organization I have been associated with. Every organization wants to improve. The use of the Baldrige criteria has enabled our organization to get better, faster... period! I wish I had "discovered" Baldrige a couple decades earlier. Jack Priggen President Cardinal of Minnesota, Ltd. Rochester Community and Technical College aspires to continuously learn and innovate; always seeking new and better ways to improve and better serve; for nearly two decades the Baldrige framework has been vital to our enduring journey to performance excellence. Dave Weber Chief Student Affairs and Strategic Operations Officer 20

21 Minnesota Nationally recognized Baldrige Organizations 3M Dental Products Division (St. Paul) Cargill Corn Milling North America, (Wayzata) Custom Research Inc., (Minneapolis) IBM Rochester, (Rochester) Sunny Fresh Foods, Inc. (now known as Cargill Kitchen Solutions), (Monticello) Zytec Corporation, (Eden Prairie) 21

22 Minnesota Quality Award Winona Health, Memorial Blood Centers, Albert Lea Medical Center, Benedictine Health Systems, Minneapolis VA Medical Center, Rochester Community & Technical College, Austin Medical Center, Cardinal of Minnesota, Dover/Eyota Public Schools, State of MN Department of Human Services, Chemical & Mental Health Services Admin, Workforce Development Inc., Mayo Clinic Health Systems, Academy of Holy Angels, Immanuel St. Joseph s Medical Center, Mayo Clinic Cardiovascular Diseases Division, Forthright, US Bank, Client Services Group, Midwest Medical Insurance Group, Hayfield Public Schools, Marshall Public Schools, Pine Island Public Schools, Zumbrota/Mazeppa Public Schools Dakota County, Stewartville Public Schools, Trition Public Schools, Mate Precision Tooling 22

23 Wrapping Up Why use Baldrige? Baldrige is a tool Not regulatory, not accreditation A tool an organization can choose to use Criteria - what needs to be done, not explicitly how to do things Self-evaluation Requires honest, even brutal, self-criticism Outside evaluation State programs National program 23

24 Your Homework Start a conversation on how well our unit meets part of the criteria Take the criteria books and begin to ask the questions in each category. Use online assessments - NIST Web site Baldrige Criteria workbook for deeper understanding Review materials at the Minnesota Council for Quality web site 24

25 Learning & Resources Minnesota Council for Quality's Annual Best Practice Conference: Tuesday, June 5, 2012 Baldrige 101: Sessions held quarterly, or upon request in individual organizations. Minnesota Quality Award Evaluator Training: June 19, 20 and 21 For more details on these event or any of MCQ s events please visit 25

26 Our contact information: Thank you! Jennifer Burmeister: Minnesota Council for Quality Phone: (507) Sylvia Rolfs: Rolfs & Associates Phone: (507) 365=