Blog
Jun 07

Baldrige Performance Excellence

View Presentation as PDF Baldrige Performance Excellence Web Resources

Systematic Processes Yield Results

Agenda

  • Results
  • History
  • The National Malcolm Baldrige Quality Award
  • What is the Baldrige Excellence Framework?
  • Why use it?
  • Who should use Baldrige?

It’s all about ‘Results’

  • 45% of the scoring is results

Results:

  • Efficiency
  • Effectiveness
  • Competitiveness
  • Sustainability

Baldrige award winners have seen drastic efficiency and effectiveness improvements

History

  • Why was the Baldrige Performance Excellence Program established?

History

  • Foreign companies were producing higher quality products
  • U.S. companies were losing market share
  • President Regan wanted a new standard for quality in the U.S.

Program History

  • Malcolm Baldrige National Quality Improvement Act of 1987, Public Law 100-107
    • Created award program to
        • establish criteria for evaluating improvement efforts
        • identify/recognize role-model businesses
        • disseminate/share best practices
    • Expanded to health care and education (1998) and to nonprofit sector (2005)

The National Malcolm Baldrige Quality Award

About the Award

  • Presidential award
  • Highest level of national recognition for performance excellence
  • Traditionally presented by the President of the United States

Eligibility Categories

  • Manufacturing
  • Service
  • Small business
  • Education
  • Health care
  • Nonprofit

Award Recipients:

Manufacturing

  • 3M Dental Products Division (1997)
  • ADAC Laboratories (1996)
  • Armstrong Building Products Operations (1995)
  • AT&T Transmission Systems Business Unit (1992)
  • The Bama Companies, Inc. (2004)
  • Boeing Airlift & Tanker Programs (1998)
  • Cadillac Motor Car Company (1990)
  • Cargill Corn Milling North America (2008)
  • Clarke American Checks, Inc. (2001)
  • Corning Telecommunications Products Division (1995)
  • Dana Corporation—Spicer Driveshaft Division (2000)
  • Eastman Chemical Company (1993)
  • Honeywell Federal Manufacturing & Technologies (2009)
  • IBM Rochester (1990)
  • KARLEE Company, Inc. (2000)
  • Lockheed Martin Missiles and Fire Control (2012)
  • MEDRAD, Inc. (2003, 2010)
  • Milliken & Company (1989)
  • Midway USA (2009)
  • Motorola CGISS (2002)
  • Motorola, Inc. (1988)
  • Nestlé Purina PetCare Co. (2010)
  • Solar Turbines Inc. (1998)
  • Solectron Corporation (1991 and 1997)
  • STMicroelectronics—Region Americas (1999)
  • Sunny Fresh Foods, Inc. (2005)
  • Texas Instruments Defense Systems & Electronics Group (1992)
  • Westinghouse Commercial Nuclear Fuel Division (1988)
  • Xerox Corp. Business Products & Systems (1989)
  • Zytec Corporation (1991)

Service

  • AT&T Consumer Communications Services (1994)
  • AT&T Universal Card Services (1992)
  • BI (1999)
  • Boeing Aerospace Support (2003)
  • Caterpillar Financial Services Corp. U.S. (2003)
  • Dana Commercial Credit Corporation (1996)
  • DynMcDermott Petroleum Operations (2005)
  • Federal Express Corporation (1990)
  • GTE Directories Corporation (1994)
  • Merrill Lynch Credit Corporation (1997)
  • Operations Management International, Inc. (2000)
  • PricewaterhouseCoopers Public Sector Practice (2014)
  • Premier Inc. (2006)
  • The Ritz-Carlton Hotel Company, L.L.C. (1992, 1999)
  • Xerox Business Services (1997)

Small Business

  • Ames Rubber Corporation (1993)
  • Branch-Smith Printing Division (2002)
  • Custom Research Inc. (1996)
  • Freese and Nichols Inc. (2010)
  • Globe Metallurgical Inc. (1988)
  • Granite Rock Company (1992)
  • K&N Management (2010)
  • Los Alamos National Bank (2000)
  • Marlow Industries, Inc. (1991)
  • MESA (2006, 2012)
  • MidwayUSA (2009, 2015)
  • Pal’s Sudden Service (2001)
  • Place Lexus (2005)
  • PRO-TEC Coating Company (2007)
  • Stoner, Inc. (2003)
  • Studer Group (2010)
  • Sunny Fresh Foods (1999)
  • Texas Nameplate Co., Inc. (1998, 2004)
  • Trident Precision Manufacturing, Inc. (1996)
  • Wainwright Industries, Inc. (1994)
  • Wallace Co., Inc. (1990)

Education

  • Charter School of San Diego (2015)
  • Chugach School District (2001)
  • Community Consolidated School District 15 (2003)
  • Iredell–Statesville Schools (2008)
  • Jenks Public Schools (2005)
  • Kenneth W. Monfort College of Business (2004)
  • Montgomery County Public Schools (2010)
  • Pearl River School District (2001)
  • Pewaukee School District (2013)
  • Richland College (2005)
  • University of Wisconsin–Stout (2001)

Health Care

  • Advocate Good Samaritan Hospital (2010)
  • AtlantiCare (2009)
  • Baptist Hospital, Inc. (2003)
  • Bronson Methodist Hospital (2005)
  • Charleston Area Medical Center Health System (2015)
  • Heartland Health (2009)
  • Henry Ford Health System (2011)
  • Hill Country Memorial (2014)
  • Mercy Health System (2007)
  • Award Recipients: Health Care
  • North Mississippi Medical Center (2006)
  • North Mississippi Health Services (2012)
  • Poudre Valley Health System (2008)
  • Robert Wood Johnson University Hospital Hamilton (2004)
  • Saint Luke’s Hospital of Kansas City (2003)
  • Schneck Medical Center (2011)
  • Sharp HealthCare (2007)
  • Southcentral Foundation (2011)
  • SSM Health Care (2002)
  • St. David’s HealthCare (2014)
  • Sutter Davis Hospital (2013)

Nonprofit

  • City of Coral Springs, Florida (2007)
  • City of Irving, Texas (2012)
  • Concordia Publishing House (2011)
  • Elevations Credit Union (2014)
  • Mid-American Transplant Services (2015)
  • U.S. Army Armament Research, Development and Engineering Center (ARDEC; 2007)
  • Veterans Affairs Cooperative Studies Program Clinical Research Pharmacy Coordinating Center (2009)

This year’s [Baldrige Award] recipients have shown how quality, innovation, and an unending quest for excellence help strengthen our nation and brighten the future of all Americans.

—President Barack Obama

Baldrige Excellence Framework

  • An Integrated Approach

Baldrige Excellence Framework Integrated Management Framework

Emphasis on:

  • Integration
  • Innovation
  • Results
  • Sustainability
  • Nonprescriptive
  • Holistic
  • Inclusive
  • Adaptable

While other approaches focus on a single aspect, such as leadership or process management, the Baldrige Criteria provide an integrated management framework that addresses all the factors that define an organization’s operations and results. And the process is compatible with Lean and Six Sigma strategies as well as ISO 9000.

—Robert W. Galvin, chairman, Baldrige Award winner Motorola Commercial, Government & Industrial Solutions Sector

The Baldrige Criteria promotes:

  • ISO Standards
  • Lean
  • Six Sigma
  • PDCA
  • Innovation
  • Intelligent risk taking
  • Product life cycle

The Baldrige Criteria promotes:

  • Systematic processes
  • Root cause analyses
  • Supply chain management
  • Benchmarking
  • Performance analyses
  • Decision sciences

Why Use Baldrige?

Benefits:

  • Higher productivity
  • Greater customer loyalty
  • Increased market share
  • Improved profitability
  • Better employee relations

Baldrige Performance Excellence

  • An integrated approach to organizational performance management that results in
    • delivery of ever-improving value to customers and stakeholders, contributing to organizational sustainability
    • improvement of overall organizational effectiveness and capabilities
    • organizational and personal learning

It’s all about continuous improvement. . . . By embracing all of the key dimensions of Baldrige, the company has doubled in size this year as a business of Bayer Health Care. We are $690 million in revenue, as of the end of 2010.

—Samuel Liang, president and CEO, two-time Baldrige Award winner MEDRAD

Who should use Baldrige?

Business Sectors:

Those seeking a higher level of:

  • Leadership
  • Strategic planning
  • Customer service and engagement
  • Measurement & knowledge management
  • Workforce satisfaction and engagement
  • Process improvement
  • Results

Those seeking a higher level of Quality

Those seeking a higher level of Results

If you want the benefits of applying the Baldrige Performance Excellence Criteria, contact us at:

About The Author

Rick is the President, CEO, and founder of Competitive Edge Performance Solutions, headquartered in Charleston, South Carolina. Rick has over 30 years of experience in management, and over 25 years of training experience. Rick has developed highly effective training materials and models in many disciplines and has taught these sessions all over the United States. Rick specializes in leadership, teamwork, management systems, systematic process improvement, strategy, continuous improvement, project management, performance management, innovation, re-engineering, organizational development, auditing strategies, risk management, executive coaching, and human resources management. Rick has been involved in the writing of many national guidance manuals associated with organizational management, environmental management, Lean Six Sigma, and continuous improvement. Rick is an adjunct professor at a Charleston college. As a professor he teaches management, strategy, communication, quality, auditing, and human resource management courses.