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This book is a concise guide to understanding and using the BaldrigeCriteria to bring world-class status to an organization. It describes with
academic rigor why it makes sense to undertake this journey and the
organizational factors that guarantee success. I recommend it for senior
leaders who want to know why implementing the Baldrige Award process
is a sound financial investment.
David Branch
Chair, Board of Directors, Texas Award
for Performance Excellence
CEO, Branch-Smith Printing
Recipient 2002 Malcolm Baldrige National Quality Award
If youre looking for a no-nonsense, roll-up-your-sleeves-and-get-it-done
guide to applying the Baldrige Criteria, this is the book. It cuts through the
hype and helps you hit the ground running. The authors know the Criteria
and they are veterans of applying it every day in their work. Understanding
both the principles and the practice is what makes this book special.
Tom Mosgaller
Past Chair, ASQ Board of Directors
This book, The Executive Guide to Understanding and Implementing the
Baldrige Criteria, takes into account a breadth of research, confirming not
only the conventional wisdom but also the most current thinking on the
impact of performance excellence. Leonard and McGuire have focused on
essential information of value to newcomers and experienced practitioners
alike. This book will be a welcomed addition to any performance excellence
library or training toolkit.
Elizabeth Clark Menzer
Executive Director
Wisconsin Forward Award, Inc
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This is one of the best books Ive seen on the Baldrige Award process. Itmakes a convincing case for Baldrige, and shows how to get positive results
while avoiding pitfalls. It is exceptionally well documented. The case
examples give numerous hints on the right way to proceed. Although it was
written primarily for managers, I think it has real value as a supplementary
text in college Quality Management courses.
Roger Berger, PhD
Professor Emeritus, Iowa State University
Past Chair, Quality Management Division, ASQ
This book stays away from typical quality jargon, which will help readersengage the Criteria effectively.
Jerry Mairani, Chairman, ASQ
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The Executive Guideto Understanding and
Implementing theBaldrige Criteria
Improve Revenue and CreateOrganizational Excellence
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Also available from ASQ Quality Press:
The Executive Guide to Understanding and Implementing Quality Cost Programs:
Reduce Operating Expenses and Increase Revenue
Douglas C. Wood
The Executive Guide to Understanding Employee Engagement: Expand Capacity,
Increase Revenue, and Save Jobs
Pat Townsend and Joan Gebhardt
The Executive Guide to Understanding and Implementing Lean Six Sigma:
The Financial Impact
Robert M. Meisel, Steven J. Babb, Steven F. Marsh, and James P. Schlichting
Insights to Performance Excellence 2007: An Inside Look at the 2007 Baldrige
Award Criteria
Mark L. Blazey
Transformation to Performance Excellence: Baldrige Education Leaders Speak Out
Sandra Cokeley, Margaret A. Byrnes, Geri Markley, and Suzanne Keely, editors
Business Performance through Lean Six Sigma: Linking the Knowledge Worker, the
Twelve Pillars, and Baldrige
James T. Schutta
Homeland Security Assessment Manual: A Comprehensive Organizational
Assessment Based on Baldrige Criteria
Donald C. Fisher
The Certified Manager of Quality/Organizational Excellence Handbook:
Third Edition
Russell T. Westcott, editor
The Quality Improvement Handbook, Second Edition
ASQ Quality Management Division and John E. Bauer, Grace L. Duffy,
Russell T. Westcott, editors
The Executive Guide to Improvement and ChangeG. Dennis Beecroft, Grace L. Duffy, John W. Moran
Principles of Quality Costs: Principles, Implementation, and Use, Third Edition
Jack Campanella, editor
To request a complimentary catalog of ASQ Quality Press publications,
call 800-248-1946 or visit our Web site at http://qualitypress.asq.org.
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ASQ Quality Press
Milwaukee, Wisconsin
The Executive Guideto Understanding and
Implementing theBaldrige Criteria
Improve Revenue and CreateOrganizational Excellence
The ASQ Quality Management DivisionEconomics of Quality Book Series
Denis Leonard
Mac McGuire
7/28/2019 Baldrige Criteria
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American Society for Quality, Quality Press, Milwaukee 53203
2007 by ASQAll rights reserved. Published 2007Printed in the United States of America13 12 11 10 09 08 07 5 4 3 2 1
Library of Congress Cataloging-in-Publication Data
The executive guide to understanding and implementing the Baldrige criteria: improverevenue and create organizational excellence / Denis G. Leonard, Mac McGuire.
p. cm.Includes bibliographical references and index.ISBN 978-0-87389-717-41. Total quality managementEvaluation. 2. Organizational effectivenessEvaluation.3. Industrial efficiencyEvaluation. 4. Industrial productivityEvaluation. 5. MalcolmBaldrige National Quality AwardCase studies. I. McGuire, Mac, 1969- II. Title. III.
Title: Guide to understanding and implementing the Baldrige criteria.
HD62.15.L46 2007658.4013--dc22
2007011954No part of this book may be reproduced in any form or by any means, electronic,mechanical, photocopying, recording, or otherwise, without the prior written permissionof the publisher.
Publisher: William A. TonyAcquisitions Editor: Matt T. MeinholzProject Editor: Paul OMaraProduction Administrator: Randall Benson
ASQ Mission: The American Society for Quality advances individual, organizational,and community excellence worldwide through learning, quality improvement, andknowledge exchange.
Attention Bookstores, Wholesalers, Schools, and Corporations: ASQ Quality Pressbooks, videotapes, audiotapes, and software are available at quantity discounts withbulk purchases for business, educational, or instructional use. For information,please contact ASQ Quality Press at 800-248-1946, or write to ASQ Quality Press,P.O. Box 3005, Milwaukee, WI 53201-3005.
To place orders or to request a free copy of the ASQ Quality Press PublicationsCatalog, including ASQ membership information, call 800-248-1946. Visit ourWeb site at www.asq.org or http://qualitypress.asq.org.
Printed in the United States of America
Printed on acid-free paper
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Denis Leonard would like to dedicate this book to
his wife Mary for her caring and support.
Mac McGuire would like to dedicate this book tohis loving mother Mary Ann for her never-ending
and life-long caring, guidance, and support.
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ix
Table of Contents
Figures and Tables. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xv
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvii
Acknowledgements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxi
Chapter 1 Understanding Baldrige . . . . . . . . . . . . . . . . . . . . . . 1
Background of the Malcolm Baldrige National Quality
Award (MBNQA) Criteria for Performance
Excellence (CPE) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Origins of the Baldrige Criteria . . . . . . . . . . . . . . . . . . . . . . . . . 2
Purpose of the Baldrige Criteria. . . . . . . . . . . . . . . . . . . . . . . . . 4
The Baldrige Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Organizational Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Seven Categories. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Effective Organizational Improvement Model. . . . . . . . . . . . . . 9
Benefits, Considerations, and Disadvantages of
Implementing the Baldrige Criteria: One
Research Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Need for Strategy and Leadership . . . . . . . . . . . . . . . . . . . . . . . 13
Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Summary Questions for Consideration . . . . . . . . . . . . . . . . . . . 14
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Chapter 2 Financial Impact of the Baldrige Criteria . . . . . . . . 17The Baldrige Criteria: Key Issues in Context. . . . . . . . . . . . . . . 17
Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Summary Questions for Consideration . . . . . . . . . . . . . . . . . . . 24
Chapter 3 Other Impacts of the Baldrige Criteria . . . . . . . . . . 29
Self-Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Organizational Improvements . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Employee Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Considerations Before Adoption/Implementation Efforts . . . . . 31
Dealing with Change in Implementation . . . . . . . . . . . . . . . . . . 31
Role of Senior Leaders in Implementation of
Baldrige Criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Leader Competency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Leadership Attitudes about the Baldrige Criteria. . . . . . . . . . . . 33
Disadvantages of Adoption/Implementation . . . . . . . . . . . . . . . 34
Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Summary Questions for Consideration . . . . . . . . . . . . . . . . . . . 36
Chapter 4 Implementing the Baldrige Criteria . . . . . . . . . . . . . 41
Implementation Considerations . . . . . . . . . . . . . . . . . . . . . . . . . 41
Time and Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Senior Leader Commitment. . . . . . . . . . . . . . . . . . . . . . . . . . 42
Defined Implementation Plan . . . . . . . . . . . . . . . . . . . . . . . . 43
Importance of Training. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Phases in the Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Impact of Change in Baldrige Criteria Implementation. . . . . . . 46
Kotters View of Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Senior Leaders and Change: Other Thoughts . . . . . . . . . . . . 52
The Learning Organization . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Benefits of Being an Examiner. . . . . . . . . . . . . . . . . . . . . . . . . . 55
Examiner Selection and Training Process. . . . . . . . . . . . . . . 56
Learning Approaches. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Management Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Links to Knowledge Management and
Organizational Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Summary Questions for Consideration . . . . . . . . . . . . . . . . . . . 61
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Chapter 5 Site Visits and Feedback Reports . . . . . . . . . . . . . . . 67Gaining Maximum Value from National Baldrige
or State Quality Award Feedback Reports
and Site Visits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
The Site Visit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Sustaining Momentum after the Site Visit . . . . . . . . . . . . . . 70
Addressing the Feedback Report . . . . . . . . . . . . . . . . . . . . . . . . 71
Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Summary Questions for Consideration . . . . . . . . . . . . . . . . . . . 72
Chapter 6 Case Studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Sunny Fresh Foods, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
DynMcDermott Petroleum Operations Company . . . . . . . . . . . 74
Park Place Lexus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
Richland College . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
Jenks Public Schools. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Bronson Methodist Hospital . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
Summary Questions for Consideration . . . . . . . . . . . . . . . . . . . 78
Chapter 7 Final Thoughts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Appendix A 2007 Malcolm Baldrige Award Criteria
for Performance Excellence . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Organizational Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83P.1 Organizational Description. . . . . . . . . . . . . . . . . . . . . . . 83
P.2 Organizational Challenges. . . . . . . . . . . . . . . . . . . . . . . 84
Category 1 Leadership (120 pts.) . . . . . . . . . . . . . . . . . . . . . 85
1.1 Senior Leadership (70 pts.). . . . . . . . . . . . . . . . . . . . . . . 85
1.2 Governance and Social Responsibilities (50 pts.) . . . . . 86
Category 2 Strategic Planning (85 pts.). . . . . . . . . . . . . . . . 88
2.1 Strategy Development (40 pts.) . . . . . . . . . . . . . . . . . . . 88
2.2 Strategy Deployment (45 pts.) . . . . . . . . . . . . . . . . . . . . 89
Category 3 Customer and Market Focus (85 pts.) . . . . . . . 90
3.1 Customer and Market Knowledge (40 pts.) . . . . . . . . . . 90
3.2 Customer Relationships and Satisfaction (45 pts.) . . . . . 91Category 4 Measurement, Analysis, and Knowledge
Management (90 pts.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
4.1 Measurement, Analysis, and Review of
Organizational Performance (45 pts.). . . . . . . . . . . . . . . 93
4.2 Management of Information, Information
Technology, and Knowledge (45 pts.). . . . . . . . . . . . . . . 94
Table of Contents xi
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Category 5 Workforce Focus (85 pts.) . . . . . . . . . . . . . . . . . 955.1 Workforce Engagement Systems (45 pts.) . . . . . . . . . . . 95
5.2 Workforce Environment (40 pts.) . . . . . . . . . . . . . . . . . . 98
Category 6 Process Management (85 pts.) . . . . . . . . . . . . . 99
6.1 Work Systems Design (35 pts.). . . . . . . . . . . . . . . . . . . . 99
6.2 Work Process Management and Improvement
(50 pts.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Category 7 Business Results. (450 points). . . . . . . . . . . . . . 101
7.1 Product and Service Outcomes (100 pts.). . . . . . . . . . . . 101
7.2 Customer-Focused Outcomes (70 pts.). . . . . . . . . . . . . . 101
7.3 Financial and Market Outcomes (70 pts.) . . . . . . . . . . . 102
7.4 Workforce-Focused Outcomes (70 pts.) . . . . . . . . . . . . . 1027.5 Process Effectiveness Outcomes (70 pts.) . . . . . . . . . . . 103
7.6 Leadership Outcomes (70 pts.). . . . . . . . . . . . . . . . . . . . 103
Appendix B Baldrige Criteria for Performance
Excellence Outline. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Appendix C MBNQA Criteria for Performance
Excellence Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
Visionary Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
Customer Driven Excellence . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Organizational and Personal Learning. . . . . . . . . . . . . . . . . . . . 109
Valuing Employees and Partners . . . . . . . . . . . . . . . . . . . . . . . . 110
Agility Rapid Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Focus on the Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
Managing for Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
Management by Fact. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
Social Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Focus on Results and Creating Value . . . . . . . . . . . . . . . . . . . . . 113
Systems Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
Index. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
xii Table of Contents
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xiii
Figures and Tables
Chapter 1
Figure 1.1 The Malcolm Baldrige National QualityAward Criteria for Performance Excellence(Baldrige Criteria) Model (Business Version) . . . . . . . . . . 6
Table 1.1 Advantages and Disadvantages of Implementingthe MBNQA Criteria for Performance Excellence . . . . . . 12
Chapter 4Figure 4.1 Kotters Eight-stage Process of Creating
Major Change Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Figure 4.2 Lewins Three-Step Change Model . . . . . . . . . . . . . . . . . . 52
Table 4.1 Linkage of the Kotter Change Process andCategories of the MBNQA Criteria for PerformanceExcellence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Table 4.2 Learning Orientations for Examiners . . . . . . . . . . . . . . . . 58
Table 4.3 Transferable Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Appendices
Figure B.1 Baldrige Business Criteria for Performance
Excellence Outline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
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xv
Introduction
If, as it is often said, we are what we eat, then it may follow that we are
also what we read. If nothing else, books that broaden our knowledge
are indeed food for the brain.
That is the purpose of the Quality Management Divisions book series
on the Economics of Qualityto stimulate thought about how different
quality methods can be used to influence the financial position of an
organization.
A manager may want to know about a popular business topic; an
engineer responsible for cost control may need a good business tool; a
person new to the quality profession may want to understand more about
the many different approaches that drive organizational success. We all
seek answers to two simple questions. What is it? And how do I get started?
This book series has those answers.The Economics of Quality series is written by subject matter experts
from business, academia, consulting, and not-for-profit organizations. They
represent the best minds on the subjects about which they write.
The books in the series are not intended to be application guides. This
is introductory material that points us in the right direction so we know
what the capabilities are of a particular method. These books are intended
to arm us with the right questions. If we decide to deploy a particular
methodology, we know what to ask in order to move to the next step in the
implementation process.
The subject matter experts of the Quality Management Division are
members of a variety of technical committees. They have specific and in-depth knowledge about methods such as Baldrige, ISO, Lean/Six Sigma,
Quality Costs, Employee Involvement, Quality Management Information
Systems, Globalization/Supply Chain, Data Driven Decision Making, and
Quality in Project Management.
In addition to sharing their expertise through books like this one, the
committees contribute to business journals and speak at Quality and other
business conferences.
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xvi Introduction
You can find out more about the Quality Management Division throughthe American Society for Quality website: www.asq.org. As a member, you
will benefit from the professional contributions of our technical committee
members and other subject matter experts. The Division publishes a peer
reviewed journal, The Forum, that provides in-depth application guidance
to improve all types of organizations. You will also have the opportunity
to attend our annual conference dedicated to Quality and organizational
improvement. Our goal is to help make all organizations, as well as society
as a whole, a better place to work and live.
William H. Denney, PhD
Vice Chair, Technical Committees
Quality Management DivisionAmerican Society for Quality
2007
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xvii
Preface
The Malcolm Baldrige National Quality Award Criteria for
Performance Excellence, hereafter known in this book as simply
the Baldrige Criteria, is fundamentally a system-based model. The
systems-based approach highlights crucial issues such as:
The importance of leadership
The need to consider all elements of an organization
The strategic importance of scanning and analyzing the business
environment
The value of creating focus on customers and employees
The need to use measures, indicators and organizational knowledge
to identify and monitor key performance indicators
The methods for approach and deployment of improvement
action plans
The need for organizational alignment around a set of priorities
This systems-based approach is what gives the Baldrige Criteria its
coordinating and aligning nature. This is also the key to its wide appeal and
adaptability. The Baldrige Criteria focuses on the basics, on the essentials for
excellence. It has been implemented internationally and used, in many cases,
as the basis for other national quality awards. While fads come and go, the
fundamentals of quality remain. The Baldrige Criteria is not prescriptive; it
does not specify what quality tool or technique should be used or in which
circumstance. Rather, the Baldrige Criteria is the strategic coordinating
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method to drive quality and integrate the various tools and techniquesrequired to achieve corporate goals. The model provides an effective way to
conduct company-wide self-assessments that are cross functional in nature.
The tools and techniques needed to improve inefficiencies uncovered
by self-assessment or by feedback from an award application will be
determined by how far along the quality journey an organization is and its
current needs, experience, skill set, and culture. While this book focuses
primarily on customers and business, our discussion could just as easily
pertain to patients and health care or to students and education.
This book is a guide to the Baldrige Criteria for executives or managers
new to Quality, and to organizations interested in introductory information.
National, regional, state, and local quality award organizations may benefitfrom this book by providing it as a resource to their examiners and to
companies wanting to become involved in the Baldrige award process.
Companies with internal quality award or self-assessment programs would
also benefit from it, and it could be used as a guide for self-assessment
and award application writing workshops and continuing education classes.
Colleges and universities with business courses that focus on or discuss the
Baldrige Criteria will also find it useful.
Portions of this book are based on research conducted by a nationwide
Delphi study group that was assembled for the purpose of evaluating the
benefits, considerations, and disadvantages of implementing the Baldrige
model. This research effort evaluated the steps involved in adoption and
implementation of the Baldrige Criteria.
Chapter 1 provides an introduction to understanding the Baldrige
Criteria. We briefly discuss the origins of this instrument and its purposes,
and then we address some of the major benefits, considerations, and
disadvantages of the Criteria implementation. The book provides tips on
how best to introduce Baldrige to senior, mid-level, and first-level leaders
and how to best implement it. We also discuss its value as a strategic tool
for business planning and internal communications and how it can be used
to coordinate a wide range of operational improvement initiatives.
In Chapter 2 we discuss in some detail the financial impact of
implementing the Baldrige Criteria and we feature a number of researchers
who provide interesting and compelling data in support of the Criteria.
These financial considerations are important to senior leaders who will
ultimately make the decision to adopt and implement.
In Chapter 3 we highlight the non-financial impact of implementing
the Criteria, the importance of an initial self-assessment, and the challenges
of dealing with change brought about by the implementation. Implementing
the Criteria will cause an organization to evaluate the priorities of both
daily work and the long-term strategy. We introduce the concept of self-
xviii Preface
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assessment, which allows senior leaders to answer targeted questions that willhelp them determine the efficacy of the Criteria for their organizations.
In Chapter 4 we move to the actual implementation of the Baldrige
Criteria and discuss major issues such as time and resources, senior leader
commitment, how to define an implementation plan, and the importance
of training. We also highlight the benefits that result when members of
the organization become examiners, learn how to use the Baldrige Criteria
framework efficiently, and actively participate in state and national
Baldrige-based programs.
In Chapter 5 we discuss the primary benefit of implementing the
Baldrige Criteria, the site visit and the resulting feedback report. The
site visit allows professional examiners to review your plans and proposeimprovements based on Criteria questions. The feedback report will give
the senior leaders a roadmap to overcoming organizational deficiencies.
Chapter 6 could have been a very lengthy chapter, but here we highlight
only the 2005 national Baldrige Award-winning organizations and some of
their financial and other improvements. We also provide points of contact
that readers may use to secure additional information.
Chapter 7 concludes the book with our final thoughts and a look at the
research that was the foundation for this book.
So as to make this book a complete guide to the Baldrige Criteria,
we provide the criteria, outline, and values in Appendices for the readers
convenience. And because of book of this type can only scratch the surface
of a number of topics, we have also included an extensive list of studies that
enable further reading in any research areas of interest.
Preface xix
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Acknowledgements
We would like to thank those who helped make this book possible,
especially Bill Denney, PhD, for his support and drive and for
originally introducing the two authors to each other. We would
also like to thank Chris Luter, Gary Zajicek, Art Trepanier, and Donald
McLachlan for their review of the manuscript and their thoughts and ideas
and Will Murphy, PhD, for his valuable comments.
xxi
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1
1Understanding Baldrige
Management has to give direction to the institution
it manages. It has to think through the institutions
mission, has to set its objectives and has to organize
resources for the results the institution has to contribute.
Peter F. Drucker, Management: Tasks,
Responsibilities, Practices,19731
BACKGROUND OF THE MALCOLMBALDRIGE NATIONAL QUALITY
AWARD (MBNQA) CRITERIA FORPERFORMANCE EXCELLENCE (CPE)
In the late 1980s, the Reagan administration began the task of identifying
how American companies could become more effective in the new global
economy.
2
During this time, Japanese companies were surpassing Americancorporations in the areas of innovation, production, and quality, especially
in the automobile industry. This trend continues today, with Toyota rapidly
becoming the largest auto maker in the world.
President Reagan tasked Secretary of Commerce Malcolm Baldrige
(1981-1987) with developing a set of criteria that would lead American
businesses into the twenty-first century. The administration searched for a
name for the Award without success until the tragic death of Baldrige in a
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2 Chapter One
rodeo accident in 1987. Public Law 100-107, signed into law on August 20,1987, created the Malcolm Baldrige National Quality Award and received
principal support from the Foundation for the Malcolm Baldrige National
Quality Award. The Foundation receives funding from Congress through
the Secretary of Commerce.
The Baldrige program, officially begun in 1988, was originally designed
to promote Total Quality Management (TQM) as the best approach for
improving and restoring competitiveness to American corporations. It has
since evolved and expanded to cover such area as leadership and human
resources.3 TQM defines an organizational culture dedicated to training,
continuous improvement, and customer satisfaction.4 TQM is entrenched in
many organizations today as part of the legacy of Dr. W. Edwards Deming,who articulated four principles to guide organizational work.5 The four
principles are: do it right the first time; listen to and learn from customers
and employees; make continuous improvement an everyday matter; and
build teamwork, trust, and mutual respect.5,6
While the perceived value of TQM as a business model has diminished
in some areas, the Baldrige Criteria, originally designed for business,
has evolved to address education (K-16), health care organizations, and
service companies. The Baldrige Criteria continues to evolve and produce
specialized standards for a larger cross-section of organizations. Since last
year it has included a focus on nonprofit and government organizations.
While the Baldrige Criteria initially appears to have some merit
and provides significant benefit for organizations, executives are not
in agreement about its value. One study, conducted by Louis Harris &
Associates, found that some CEOs believe the Baldrige Criteria to be very
valuable (67%) while others find it extremely valuable (79%) for stimulating
improvements in quality and competitiveness in corporate America.7 This
book is intended to serve as a guide for CEOs who may be unsure about
the validity of adoption and implementation of the Baldrige Criteria. As of
2003, more than 50 countries have adopted the Baldrige Criteria as a basis
for their own quality awards in an effort to improve their competitiveness
in global markets.8 This imitation suggests that the Baldrige Criteria has
applications for all types of organizations in many parts of the world.
ORIGINS OF THE BALDRIGE CRITERIA
The Baldrige Criteria is based on Public Law 100-107, which created a
public-private partnership designed to improve quality and maximize
productivity growth by setting standards of excellence that enable American
companies to combat global competition.3 Public Law 100-1079 Finding
and Purposes states:
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Understanding Baldrige 3
1. The leadership of the United States in product and process qualityhas been challenged strongly (and sometimes successfully) by
foreign competition, and our nations productivity growth was less
than our competitors over the last two decades.
2. American business and industry are beginning to understand that
poor quality costs companies as much as 20% of sales revenues
annually, and that improved quality of goods and services goes
hand in hand with improved productivity, lower costs, and
increased profitability.
3. Strategic planning for quality and quality improvement programs,
through a commitment to excellence in manufacturing and services,is becoming more and more essential to the well-being of our
nations economy and our ability to compete effectively in the
global marketplace.
4. Improved management understanding of the factory floor, worker
involvement in quality, and greater emphasis on statistical process
control can lead to dramatic improvements in the cost and quality
of manufactured products.
5. The concept of quality improvement is directly applicable to
small companies as well as large, to service industries as well as
manufacturing, and to the public sector as well as private enterprise.
6. In order to be successful, quality improvement programs must be
management led and customer oriented, and this may require a
fundamental change in the way companies do business.
7. Several major industrial nations have successfully coupled
rigorous private-sector quality audits with national awards, giving
special recognition to those enterprises the audits identify as the
very best.
8. A national quality award program of this kind in the United
States would stimulate American companies to improve quality
and productivity, allowing them to take pride in the recognitionwhile at the same time permitting them a competitive edge and
increased profits. It would recognize the achievements of those
companies and make them an example to others. Business,
industrial, governmental, and other organizations would profit
from the tested and proven guidelines, learning how to manage
for quality, change their cultures, and achieve eminence.10
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4 Chapter One
The United States Department of Commerce is responsible for the BaldrigeNational Quality Program and the Award process. The National Institute
of Standards and Technology (NIST), an agency of the Department of
Technology Administration, manages the Baldrige program. The American
Society for Quality (ASQ) assists in administering the Award Program under
contract to NIST. ASQ is dedicated to ongoing development, advancement,
and promotion of quality concepts, principles, and techniques.
Eighteen years after initial publication, the Baldrige Criteria remains
a powerful set of guidelines for the determination and execution of
organizational priorities. Thousands of United States organizations utilize
the Criteria to improve their competitive posture, either externally through
award processes or internally through trained employees.11
At its core,the Baldrige Criteria is an educational initiative designed to encourage
organizations to strive toward performance excellence. The purpose of the
Baldrige Award process is to highlight and recognize those organizations
that are successful in effective management techniques.12 The program is a
comprehensive, rigorous method for examining performance improvement
in organizations. The Baldrige Criteria, based on what are arguably the best
questions to ask about performance, may be an outstanding model to use to
anchor improvement in your organization.
In summary, the intent of the Baldrige Criteria is to improve value to
customers and overall financial performance for shareholders, owners, and
other stakeholders. The intent is to create a distinct advantage for United
States organizations in a time of increasing global competitiveness.
PURPOSES OF THE BALDRIGE CRITERIA
The Baldrige Criteria promotes three primary objectives:3
The first objective is to assist an organization to improve its
performance practices, capabilities, and results. When addressing
the specific questions, an organization may determine where it is
falling short in its attempts to improve the bottom line.
The second goal is to facilitate communication and the sharing of
best practice information among all United States corporations.
This sharing, often referred to as benchmarking, identifies
and shares the best practices of many types of organizations,
potentially enhancing and improving the productivity of all.
Identifying those organizations at the top of their game and
motivating them to share the knowledge and wisdom that helped
them reach that plateau is a crucial part of the process. For
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Understanding Baldrige 5
example, a small business that has developed software to trackcustomer service may be able to help your organization in a
similar endeavor.
The third objective is to provide a working tool for understanding
and managing performance, guiding planning, and creating
opportunities for organizational learning.13 Strategic planning is
important to Baldrige applicants, and each must address short- and
longer-term goals.
According to Brown,3 the Baldrige Criteria program offers a powerful set
of guidelines for operating an effective organization, and he emphasizes
the need to proactively adopt the guidelines if the organizations goal isperformance improvement. The Baldrige Criteria questions deal with what
the organization does to improve efficiencies, how it plans to excel against
competition, and how the organization plans for the future. These questions
identify how an organization addresses critical issues and where gaps of
performance occur.
The Baldrige Criteria includes an Organizational Profile and seven
integrated Categories, as described in Appendix A. These are the questions
Baldrige regards as significant to performance improvement. Appendix B
includes an outline for the Baldrige Criteria. The core values of the criteria
are reflected in Appendix C.
The first step for organizations implementing the Baldrige Criteria is to
complete an organizational profile. This may be used as either a simple self-
assessment or as the beginning of a more complicated fifty-page document
that leads into the award process. The organizational profile questions
address the business environment and the organizations relationship
with customers, suppliers, and other partners. Within this component, an
organization is also asked to describe its competitive environment and the
key strategic challenges it faces.
Each organization must carefully consider the decision to adopt and
implement the Baldrige Criteria because this action requires commitment,
patience, and perseverance. This warning is not meant to scare CEOs away,
but merely to highlight the commitment required. The organizational
profile is the foundation for an assessment document that will assist an
organization in evaluating its current performance. An organization that
has difficulty completing the organizational profile may be not prepared
to begin full implementation of the Criteria or the rigorous journey of an
award process.
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6 Chapter One
THE BALDRIGE MODELThis unique Baldrige Criteria improvement model, Figure 1.1, includes an
organizational profile comprising approximately 200 questions, in seven
integrated categories, that the organization must address in narrative form.
This application, at the national level and at most state-award levels, must
not exceed fifty pages. Some local and state programs have ten-, twenty-, or
thirty-page applications that permit organizations to wade into Baldrige
rather than dive in at the fifty-page level. The shorter applications include
reduced or downsized questions and do not fully address all categories.
A full Business Criteria example appears in Appendix A.
The organizational profile generates aReaders Digestversion of howthe organization operates on a daily basis and addresses competitors and
future planning. Categories 1, 2, and 3 (Leadership, Strategic Planning, and
Customer Market and Focus) are known as the Leadership Triad. Categories
5, 6, and 7 (Workforce Focus, Process Management, and Results) are known
as the Results Triad. Category 4 (Measurement, Analysis, and Knowledge
Management) underpins all of the other categories. It should be noted here
that the Education Criteria and the Health Care Criteria have some variation
in their categories.
Figure 1.1 The 2007 Malcolm Baldrige National Quality Award Criteria forPerformance Excellence Model (Baldrige Criteria, Business version).
OrganizationalProfile:Environment,
Relationships,andChallenges
1Leadership
7Results
2StrategicPlanning
5Workforce
Focus
3
Customer andMarket Focus
4 Measurement, Analysis, and Knowledge Management
6
ProcessMangement
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Understanding Baldrige 7
Organizational Profile
The organizational profile outlines an organizations most critical elements
and helps determine, based on world-class criteria, how close it is to being
great. The profile has two major topics: an organizational description and
the organizational challenges.
The organizational description addresses two main issues, the organi-
zational environment and organizational relationships. The organizational
challenges section includes looks at the competitive environment, strategic
challenges, and the performance improvement system. The organizational
profile addresses the current status. An organization that cannot satisfactorily
address the questions found in the profile may need to spend more time in
reflection and discussion in order to align the issues of exactly why the
organization exists and what it is trying to accomplish.
Seven Categories
After completing the profile, an organization responds to questions in seven
categories regarding what it does to accomplish business requirements and
how.3,12,14 All but Category 7 have two sub topics. A full set of Baldrige
Business questions is provided in Appendix A. An executive overview of
the questions follows.
Category 1, Leadership
Category Item 1.1, Senior Leadership: Asks questions about
organizational leadership and how senior leaders establish a
vision, set values, and improve communication and organization
performance.
Category Item 1.2, Governance and Social Responsibility:
Addresses questions about the structure of organizational
governance and legal and ethical behavior and about how senior
leaders support their key communities.
Category 2, Strategic Planning
Category Item 2.1, Strategy Development: Addresses the
organizational strategic development process and how the
organization defines key strategic objectives.
Category Item 2.2, Strategy Deployment: Deals with questions
about deployment of the strategic plan and about how the
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8 Chapter One
organization develops and deploys action plans and establishes andmonitors short- and longer-term performance projections.
Category 3, Customer and Market Focus
Category Item 3.1, Customer and Market Knowledge: Asks
about how the organization identifies customers, customer groups,
and market segments and how it acquires market knowledge.
Category Item 3.2, Customer Relationships and Satisfaction:
Addresses customer relationships and satisfaction by inquiring
about building customer relationships and the specific ways in
which the organization determines customer satisfaction.
Category 4, Measurement, Analysis, and KnowledgeManagement
Category Item 4.1, Measurement, Analysis, and Improvement
of Organizational Performance: Examines how the organization
selects, gathers, analyzes, manages, and improves data,
information, and knowledge assets in order to directly improve
organizational performance. This category item also looks at
how performance is measured and how performance analysis is
reviewed and improved.
Category Item 4.2, Management of Information, Information
Technology, and Knowledge: Inquires about how management
of information resources occurs, and about how data, information,
and knowledge management are addressed.
Category 5, Workforce Focus
Category Item 5.1, Workforce Engagement: Discusses
workforce engagement and how the organization accomplishes and
ensures it, how workforce enrichment is realized, how workforce
and leader development are achieved, and how the organization
assesses workforce engagement.
Category Item 5.2, Workforce Environment: Addresses the
workforce environment, workforce capability and capacity, and
workforce climate assessments.
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Understanding Baldrige 9
Category 6, Process Management
Category Item 6.1, Work Systems Design: Questions work
system designs, core competencies, work process design, and
emergency readiness.
Category Item 6.2, Work Process Management and
Improvement: Addresses work process management and
improvement.
Category 7, Results
Category Item 7.1 Product and Service Outcomes
Category Item 7.2 Customer-Focused Outcomes
Category Item 7.3 Financial and Market Outcomes
Category Item 7.4 Workforce-Focused Outcomes
Category Item 7.5 Process-Effectiveness Outcomes
Category Item 7.6 Leadership Outcomes
Winning the award carries significant prestige, not only in the United
States but also around the world.12,14 At the national level, the award process
includes an annual deadline for submission of a fifty-page application. After
an organization completes the application, a group of examiners carefully
evaluates and scores it. If the application scores high enough, the examiners
conduct a site visit to the organizations location. The examiners then
reevaluate the application and a panel of judges reviews it and may or may
not refer an award application to the Baldrige Criteria Board of Directors.
The highest ranked applications, based on these positive recommendations,
earn the Baldrige Award designation as best in the seven sectors evaluated:
manufacturing, service, small business, large business, education,
not-for-profit, and health care.
EFFECTIVE ORGANIZATIONALIMPROVEMENT MODEL
According to research accomplished by DeBaylo,15 the Baldrige Criteria
is an effective model because it hones in on assessment and improvements
that drive business results. It encourages concepts and values, suggests
assessments that are linked to business strategies, requires involvement
of senior management, advocates accelerated learning, and continually
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10 Chapter One
evolves by improving the criteria. The Baldrige Criteria is revised annuallybased upon the latest research of performance improvements.
BENEFITS, CONSIDERATIONS, AND
DISADVANTAGES OF IMPLEMENTING
THE BALDRIGE CRITERIA: ONE
RESEARCH PERSPECTIVE
One research effort spanning seventeen states collected data regarding the
benefits, considerations, and disadvantages of adopting and implementing
the Baldrige Criteria.16 Participants in this research were all examiners who
had worked as volunteers in local, state, or national Baldrige-based programs
for a minimum of three years. Some examiners worked at organizations that
had applied for an award at various levels, and all examiners were highly
experienced in applying the Baldrige Criteria. The researcher convened a
nationwide Delphi study group for the expressed purpose of evaluating the
benefits, considerations, and disadvantages.
Primary Baldrige Criteria benefits:
It is an organizational tool promoting systematic alignment and
direction through an integrated performance management system.
It provides a world-class framework and a proven model for
organizational success including financial analysis.
It enables and fosters improved employee and customer
satisfaction.
Overall, the research revealed the importance of what the Baldrige Criteria
framework brings to an organization. The framework facilitates alignment,
provides a systematic and linear approach to addressing business issues,
and leads to financial success. Additionally, levels of workforce and
customer dissatisfaction appear to be lower when an organization adopts
and implements the Baldrige Criteria.
Significant considerations:
Significant time and resources are required.
Senior leader must be committed to stay the course and agree to
long-term requirements.
A leader must identify a strategy for the implementation.
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Understanding Baldrige 11
A central and recurring theme developed around the issue of time andresources required to implement the Baldrige Criteria in its entirety. Many
participants admitted that these are an issue, but all supported taking
whatever steps necessary to accomplish the implementation because it
would eventually save time and effort. It appears that this systematic
approach improves organizational effectiveness over the long term.
Senior leaders and subordinates must buy in to the criteria early
in the transition to enable the organizational culture to adapt to the
systematic approach. According to the responses, full implementation of
the criteria may take five to seven years. It has been our experience that a
lack of patience and commitment hinder implementation. Another major
consideration is the need for senior leaders to develop a proactive, detailedstrategy for implementation and refuse to rush the organization headlong
into this process.
Major disadvantages:
Significant time and resources are required to begin the process of
adopting and implementing the Criteria.
The Criteria are complex.
Senior leaders may have misgivings about a long-term
commitment to systems thinking.
The participants identified time and resources as is a definite considerationfor prospective senior leaders. Another disadvantage may be the complexity
of the Criteria. Most participants addressed the need for organizations to
enroll leaders, the point of contact, and the writing team into local, state, or
national examiner training programs. The need for leadership was another
recurring theme throughout this research. The failure of some senior leaders
to fully comprehend the long-term requirements to may cause failure in this
process. The Baldrige Criteria is not a program of the month!
The advantages and disadvantages of adoption and implementation
outlined in Table 1.1 are taken from a number of research efforts and
reduced to this simplified form. Senior leaders can use this as a quick
reference guide.As this comparison emphasizes, the implementation of the Criteria
is a journey and not a destination. Aggressively pursuing and achieving
the Baldrige Award will require senior leaders and quality coordinators
to maintain a deep commitment to the implementation of the Criteria.
A strategy for implementation is needed and leaders will play an obvious
critical role.
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12 Chapter One
Table 1.1 Advantages and disadvantages of implementing theBaldrige Criteria.
Advantages Disadvantages
System-wide approach requiresa prioritization of work; leadersmust be committed; employees areempowered and trained.
Advocates that leaders becomeheavily involved in long-termstrategic planning with milestones
and action plans.
Advocates that leaders analyze worksystems and review organizationalpriorities regularly.
Advocates measurement of criticalgoals, comparison with competitors,and the proactive monitoring of theoverall vision.
Indicates financial success isprobable with commitment tototal implementation and linking
resources to goals.
Suggests employees at all levelsmust become involved throughintentional training events andactive participation.
Accomplishes long-term gainsbut may not be fully effective inthe short term.
Requires time, energy, and resourcesand promises dividends.
May lead to improved businessprocesses and secondarily toperformance excellence.
Emphasizes that implementationis a journey, not a destination; thisis a long-term exercise.
Requires review and evaluation acrossorganizational structure/system thatwill take precious leader time andresources.
Requires intensive senior leaderinvolvement, long-term view, andcommitment.
Requires leadership to be competentin the Baldrige model and understandorganizational work and priorities.
Requires intensive commitment toreview and evaluate measurementsand goals on a regular basis.
May not guarantee financialsuccess, some mixed financialresults regarding a lack of
commitment of senior leaders.
Requires a senior leader commitmentto develop employees and havechange agents receive intensive anddedicated training.
Requires a long-term view and deniesshort cuts to implementation.
Requires precious time, energy, andresources for full implementation.
Emphasizes that winning doesnot guarantee long-term success,as sustainment and furtherimprovements are always necessary
Requires continual commitmentto excellence and continualimprovement.
2005 McGuire, 2005
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Understanding Baldrige 13
NEED FOR STRATEGY AND LEADERSHIPLeadership begins with a vision that stimulates hope and a mission that
transforms hope into reality.17 Leaders must create the vision, determine the
mission, and define the cultural values on which the strategy is established.
The Baldrige Criteria has questions that will identify the vision, mission,
and values. It is critical that the vision support not simply what is good for
the company but also what is good for its employees, local communities,
stakeholders, suppliers, partners, collaborators, customers, and society
as a whole. Focused on these segments, ethical leaders must have a long-
term focus, be people oriented, and inspire pride among their employees.
In contrast, ethically neutral CEOs have a short-term outlook, are self-centered, and often inspire fear and confusion.18
A short-term focus reflects what Deming called one of the deadly
diseases, namely an emphasis on short-term profits resulting from most
executives think[ing] they are in business to make money rather than products
and service.5 Leaders must describe the values needed to make the mission
a reality and set a standard of behavior while embedding this behavior into
corporate culture. This mission should not be about a code of conduct, rules,
systems, and procedures. It should have a higher calling and be about a sense
of purpose and a set of values that guide everyday actions.19
This is reflected in Jim Collins substantial research in which he points
out, Enduring great companies dont exist merely to deliver returns to
shareholders. In a truly great company, profits and cash flow become like
blood and water to a healthy body: They are absolutely essential for life, but
they are not the very point of life.20
CONCLUSIONS
Selection of the Baldrige Criteria program must be predicated on the
understanding that senior leaders are responsible to stay the course and set
the example. Training, patience, and perseverance are essential. Deciding
whether to adopt and implement the Criteria is never an easy or quick
process. The advantages and disadvantages should be weighed carefully, as
the ultimate decision to proceed will carry a large degree of responsibility
and accountability. Quality management has a strong ethical focus while
significantly contributing to the achievement of organizational goals.
There are heightened expectations of business behaviorin terms of how
a business runs its core activities and how it contributes to tackling wider
societal problems, says David Grayson.21 With the Baldrige Criteria as a
backdrop, leadership at all levels becomes transparent. This transparency
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14 Chapter One
forces and reinforces ethical considerations as employees begin to askquestions and everyones accountability increases. The senior leaders
who start the Baldrige journey are not only committing to improve the
performance of the organization, but also committing to raise their own
ethical standards and behavior.
SUMMARY QUESTIONSFOR CONSIDERATION
As a leader, are you fully committed to the Baldrige journey?
Leaders must decide early in this process if the organization
desires to achieve targeted success as described by previous
Baldrige Award-winning organizations. We recommend that
leaders make a list of key reasons they want to focus on Baldrige,
so they can fully articulate that information to the management
team. All team members must understand why the journey is
important and the steps required along the way.
Leaders must determine who will be the champions that assist in
the promotion of this effort. Long-term sustainability for Baldrige
implementation requires that everyone understand the length and
depth of the commitment to fully implement.
Leaders must ensure that the fundamental concepts of quality
management are understood by the team and that Baldrige is a
major ingredient, not a stand-alone issue or just another program.
Baldrige requires the organization of daily work and priorities.
Leaders must recognize the potential for leadership in different
ways and contexts. First-level employees may have substantial
impact on the success of Baldrige implementation. Leaders must
consider who can assist with implementation. Senior leaders,
first-level leaders, colleagues, peers, and all employees must
be involved. Leaders must be able to describe the Baldrige
process and discuss its potential benefits, considerations, and
disadvantages while understanding implementation even on a
department or team level.
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Understanding Baldrige 15
What resources will be needed to begin and sustain the Baldrige journey?
As you chart out the journey, consider the resources required.
Evaluate organizational talent and barriers to implementation.
Remember the very important fact that ending the journey half
way will have a huge negative impact on the organization and on
the team you lead.
Ensure that your expectations are realistic and clearly defined.
This will allow the resources to be more accurately determined
and allocated over time.
What is your organizational strategy and how can Baldrige help to
achieve it?
Your organizational strategy is not based solely on implementing
the Baldrige self-assessment or writing an award application.
Rather, Baldrige can help you and your organization to achieve
your goals in a systematic and holistic manner. Integrating
Baldrige into your strategic process and allowing it to evaluate
and determine where your strengths and weaknesses lie are
critical elements in implementation.
ENDNOTES1. Drucker, P. F. (1973).Management. NY: Harper Business.
2. Baldrige National Quality Program. (2005). History of the Malcolm Baldrige
National Quality Award (Electronic version).National Institute of Standards
and Technology (NIST). Retrieved April 21, 2005, from http://baldrige.nist.
gov/History.htm.
3. Brown, M. G. (2004).Baldrige Award winning quality: How to interpret
the Malcolm Baldrige Award Criteria (14th ed.). Milwaukee, WI: American
Society for Quality (ASQ) ix-xviii.
4. Kreitner, R. & Kinicki, A. (2004). Organizational behavior(6th ed.). Boston,
MA: McGraw Hill Irwin, 1-695.
5. Deming, W. E. (1986). Out of the crisis. Cambridge, MA: MIT.6. Walton, M. (1986). The Deming Management Method. NY: Perigee Books.
7. NIST Press Release Study Number 818407. (1998, July). The nations CEOs
look to the future. Retrieved July 30, 2005, from http://www.baldrige.nist.
gov/ceo_rpt.htm.
8. Vokurka, R. J. (2001, Summer). The Baldrige at 14.Journal for Quality &
Participation, 24(2), 13-20.
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16 Chapter One
9. Malcolm Baldrige National Quality Improvement Act of 1987. Public Law100-107, HR 812, Section 2, Findings and Purpose. Retrieved January 4,
2007 from http://www.baldrige.nist.gov/Improvement_Act.htm.
10. Baldrige National Quality Program, 2005, Public Law 100-107 Finding and
Purposes.National Institute of Standards and Technology (NIST). Retrieved
April 21, 2005, from http://www.baldrige.nist.gov/Improvement_Act.htm.
11. Calhoun, J. M. (2002, Summer). Using the Baldrige Criteria to manage
and assess the performance of your organization. Journal for Quality &
Participation, 25(2), 45-54.
12. Hutton, D. W. (2000). From Baldrige to the bottom line: A road map for
organizational change and improvement. Milwaukee, WS: American Society
for Quality, 2-83.
13. Senge, P. M. (1990). The fifth discipline: The art & practice of the learningorganization. NY: Doubleday, 5-11.
14. Blazey, M. L. (2003).Insights to performance excellence 2003: An inside
look at the 2003 Baldrige Award Criteria. Milwaukee, WI: American Society
for Quality.
15. DeBaylo, Paul W. (1999, January/February). Ten reasons why the Baldrige
model works.Journal for Quality & Participation, 22(1), 24-29.
16. McGuire, C. U. III (2006). A Baldrige study of the benefits, considerations,
and disadvantages of implementing the Baldrige Criteria for Performance
Excellence. Ann Arbor, MI: ProQuest Dissertations.
17. Edgeman, R. L., Dahlgaard, S. M. P., Dahlgaard, J. J. & Scherer, F. (1999,
October). On Leaders and Leadership, Quality Progress, 32(10), 49-54.
18. George, W.W. (1999). Mission driven, values centered, executive excellence.
Magazine of Leadership Development, Managerial Effectiveness and
Organizational Productivity, 16(8), 6.
19. Bernstein, A. (2001, February 26). Low skilled jobs, do they have to move?
BusinessWeek, North American Edition, 94-95.
20. Collins, J. (2001). Good to Great. NY: Random House.
21. Grayson, D. (2003). The CSR Brand. Quality World, 29(1), 10-12.