baldridge presentation 7-20-2011 v2

8/6/2019 Baldridge Presentation 7-20-2011 V2

http://slidepdf.com/reader/full/baldridge-presentation-7-20-2011-v2 1/29

Keith Barnes

Mina LeeOsama Alhakim

Vincent Broyles



Agenday Description

y Criteria

y Previous Winners

y Summary

y References



What is the Baldrige Program?y Identifies Baldrige Award recipients that will serve as role

models for other organizations

y Helps organizations assess their improvement efforts, diagnosetheir overall performance management system, and identify their strengths and opportunities for improvement

y Three sector specific versions include:

y Criteria for Performance Excellencey Education Criteria for Performance Excellence

y Health care Criteria for Performance Excellence



Program HistoryThe Malcolm Baldrige National Quality Improvement Act of 1987,

Public Law 100-107

y

Created

Award

Program toy identify/recognize role-model businesses

y establish criteria for evaluating improvement efforts

y disseminate/share best practices

y Expanded to health care and education (1998)

y Expanded to nonprofit sector (2005)



The Baldrige Criteriay Considered a validated organizational performance assessment

tool

y Define performance excellence

y Are used to identify Award recipients

y Are used by diverse organizations in all sectors of the U.S.economy

y Comprise an Organizational Profile and seven Categoriesanintegrated management framework



Criteria cont.



PreviousWinnersy Motorola

y The leading world wide supplier of two-way radio

communications including radio networks, systems,products and services, and integrated communicationsand information technology solutions. Customersinclude fire, police, and public service organizations;governments; and businesses.



PreviousWinners Motorolay Uncompromising Integrity, Market Success

y The standards of individual behavior that are inherent

in the Motorola Code of Conducty Recognized around the world for its environmental,

health, and safety efforts.



PreviousWinners Motorolay Customer Intimac y Helps Ensure Success

y Performance Excellence Scorecards

y Strong product quality, reduced cycle time, and increased productivity also are key to ensuring thissatisfaction.



PreviousWinners Motorolay Managing by Fact

y Extensive systems for gathering, integrating, and analyzing information as well as managing its many processes.

y The system includes tools and services designed tofacilitate analysis and review across all groups,functions, and regions.

y

M-Gate process is used

to help maked

ecisions aboutdesigning, testing, and implementing new products,services, and features.

y Porcess management initiatives



Ritz Carlton(Introduction)The only two-time recipient of the Malcolm

Baldrige National Quality Award in the service category,The Ritz-Carlton Hotel Company manages 36 luxuryhotels in North America, Europe, Asia, Australia, the

Middle East, Africa, and the Caribbean. All havereceived four- or five-star ratings from the Mobil TravelGuide and diamond ratings from the American Automobile Association.

The Ritz-Carlton competes against nearly 10hotel groups in the ³luxury´ and ³upscale, deluxe´

categories in the industry. Sales totaled almost $1.5billion in 1998, with services provided to meeting andevent planners accounting for 40 percent of the total.Independent business and leisure travelers constitutethe next largest customer segment.



Ritz Carlton(Overview)



Ritz Carltony Setting Goals

y 100% customer loyalty.

y Defect-free experiences for guests.y 100% employee pride and joy.



Ritz Carltony Approaching goals.

The Pyramid Concept. (Figure 1 in handout)

y

10 Year Vision.y 5 Year Mission.

y 3 Year objectives.

y 1 Year Tactics.

y Strategy.

y Methods.

y Foundation.



Ritz Carltony Macro environment

analysis.

y An extensive analysis isdone to understand thecurrent state and expected state in which they operatetheir company.



Ritz Carltony Results:

y Empowered employees.

y

POLO (Protect Our Little Ones).y Mystique.

y CARE (Clean And Repair Everything).

y The Club Level.



Ritz Carlton(Conclusion)y Seven categories make up the award criteria:

Leadership, Strategic Planning, Customer and MarketFocus, Measurement Analysis and KnowledgeManagement, Human Resources Focus, ProcessManagement and Business Results. At The Ritz-Carlton,a focus on these criteria has resulted in higher employeeand customer satisfaction, increased productivity and

market share. Perhaps most significant is increased profitability.



PreviousWinner



Boeing Aerospace Supporty Boeing AS earnings have grown at adouble-digit

average cumulative rate from 1999 to 2002.

y Annual revenue has more than doubled from 1999to 2003.

y Since 1998, Boeing AS has provided products

and services within three days of a request, while

competitors take up to 40 days.

y Cash awards paid to employees for extraordinary

performance have tripled from 2000 to 2002.



Boeing Aerospace Support cont.

y Keys to success

y Commitment to customer satisfaction

y

Performance-to-plany On-timedelivery of quality products and service

y Carefully planned and well-managed processes



Boeing Aerospace Support cont.

y Employee Involvement and Performance

y Employee Team ownership

y 66% feel empowered to generate new ideasy Breeds a culture of openness

y Award winning community work



PreviousWinners



Caterpillar Financial

ServicesCorporation U.S.y CFSCs total contribution to Caterpillar Inc.s total

earnings has increased from 5.6 percent in 1998 to more

than 25 percent in the first nine months of 2003.

y Customer satisfaction levels exceed industry and

American Customer Satisfaction Index world-class

benchmarks.



Caterpillar Financial

ServicesCorporation U.S.y CFSCs 6 Sigma improvement efforts have led to

significant after-tax savings since the company

embraced the methodology in 2001.

y In 2002, 80 percent of employees said they would

recommend CFSC as a good place to work. The

national norm is 55 percent.



Summaryy Created a national and international standard for

performance excellence

y Produced role models

y Shared best management practices

y

Generated award programs

y Raised U.S. competitiveness

y Established outreach and education systems



References

y Most Baldrige National Quality Program (BNQP) documents areavailable both in printed form and on the BNQP Web site.

y NIST.GOV retrieved 15July2011 fromhttp://www.nist.gov/baldrige/enter/index.cf m

y To obtain these documents, call(301) 975-2036, send e-mail to [email protected], or visit the Web site www.nist.gov/baldrige.



Q uestions



Extra Slides



Topic Baldrige Award Deming Prize

Definition of Quality

customer-driven quality it views quality as defined by the customer

conformance to specifications it views quality as defined by the producers

Primary Focus customer satisfaction and quality statistical quality control

Overall Approach quality of management management of quality

Purpose promote competitiveness through total qualitymanagement

promote quality assurance through statistical techniques

Types of Organization

manufacturing, service and small business essentially private or public manufacturing

Orientation 60% result, 40% process 60% process, 40% results

Scoring Weight different weight for each criteria equal weight in 10 criteria

Consideration less concern concern in productivity, delivery, safety, and environment

InformationManagement

heavily concern less concern

Continuous of theaward

N/A Japan Quality Control Medal

Winners Maximum of two per category All firms meeting standard

Scope U.S. firms only Firms for any country

Applications $2500 and 75 pages pack et 1000 pages and one year wor k ing with consultant from theunion of Japanese Scientist & Engineers

Grading time six months one year

First Award 1987 1951

Sponsor National Institutes Standards and Technology Union of Japanese Scientists and Engineers

baldridge presentation 7-20-2011 v2

Documents