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Use of the Georgia Oglethorpe Award Logo is restricted to current Key Investors, Award Recipients, and the office of

Georgia Oglethorpe Award Process, Inc.

People are encouraged to share the information which follows as an official Georgia Oglethorpe presentation. No one is permitted to use the Georgia Oglethorpe Award name for marketing purposes or the

Georgia Oglethorpe Award logo, without written consent of the executive director, Georgia Oglethorpe Award Process, Inc.


An Overview of the Framework, System, and Process


The Georgia Oglethorpe Criteria for Performance Excellence

Fall/ Winter - 2006/ 2007


Note to Readers

Georgia Oglethorpe exists to provide education, assessment, and

recognition. It is not in the consulting business. Information provided here is intended to

educate you and members of your organization about what

basic considerations an organization must address

to create and sustain high performance.The how

is your choice.


Performance Excellence in Georgia and the U.S.

Presented by:


Presented to:

Those interested in improving their business results and outcomes.


Outline of Slides• Introduction to Performance Excellence

AwardsOverview of Georgia Oglethorpe

Award Process, Inc.Overview of National Baldrige Award

• The Criteria for Performance Excellence: A Systems PerspectiveCriteria System FrameworkOrganizational ProfileCriteria Categories and Items


Outline of Slides (continued…)

• What it means to receive the Award• Where you might go from here

(suggestions, not a prescription)

• How the Criteria and Scoring are used to assess your organization

• What steps are available for assessment

• Other assessment options• How to contact the Georgia Oglethorpe

Office


Introduction to

Performance Excellence Awards


What is Georgia Oglethorpe Award Process, Inc.?

Vision – Georgia Outperforming the World!

• Public-private partnership Mission – Leading Georgia’s Organizations

to Improve Performance

• Modeled after the Malcolm Baldrige National Quality Award Criteria and Award Process


What is Georgia Oglethorpe Award Process, Inc.? (continued…)

• Promotes information sharing

• Recognizes organizational performance achievements

• Raises awareness of systems thinking (everything is an interdependent part of a bigger picture)• Promotes strategic and tactical approaches to organizational performance

• Provides education, assessment and recognition to all types and sizes of organizations

• Provides a three-step approach for your “never ending” performance excellence journey


Georgia Oglethorpe

Annual Conference & Awards Banquet

Georgia Oglethorpe Award Assessment, Feedback & Recognition Process based on the Malcolm Baldrige National Quality Award Model

(Step 3)

Georgia Focus Recognition Self-Assessment Tool

(Step 1)

Annual Board of Examiners Training to Educate Examiners, Team Leads and

Judges

Workshops and Seminars for Potential Applicants and

Users of the Criteria

Performance Excellence Showcase to Enable Learning

from Award Winners

User Network Serious Wannabe Applicants and Users of

the Criteria for Performance Excellence

Georgia Progress Award (Step 2)

Leading Georgia’s Organizations to Improve Performance


Historical Perspective

• Baldrige established in 1987 to recognize U.S. organizations for quality and performance achievements

• Established as a diagnostic tool for self- and third-party assessments

• 70+ nations have Baldrige-based award processes

• 40 states have Baldrige-based award processes• Initial focus was on the manufacturing industry

• Current focus is on all sector organizations (business, industry, government, education, healthcare, and nonprofits)


Characteristics of High Performing Organizations• Focus on customers and key stakeholders

• Are proactive with little need to be reactive

• Desire to improve and keep pace with changing organizational needs

• Align strategies, goals, objectives, processes, and actions with vision and mission

• Manage by fact

• Rank among the leaders in their industry/ sector

• Commit to life-long learning and improvement


Why Georgia Uses a Common Criteria for All Sector Organizations

• Increases the ability to communicate and share model practices between different types of organizations

• Encourages an inclusive process for sharing – vs. an exclusive one

• Enhances learning both within and between the sectors


The Criteria for Performance Excellence:

A Systems Perspective


What the Criteria are Not!• Six Sigma• Lean Manufacturing• ISO 9000• Re-engineering• Balanced Score Card• Kaizen Teams• Hoshin Planning


What the Criteria Are!

An interdependent set of Criteria which include all the basic considerations an organization must address to create and sustain high performance.


…You run it.

It does not run you!

20 / 80

Criteria Enable You to Achieve a Mature Business System


1Leadership

2Strategic Planning

3Customer

and Market Focus

6 Process

Management

5 Human Resource

Focus

7Organizational

Results

4Measurement, Analysis, and Knowledge Management

Organizational Profile:Environment, Relationships, and Challenges

Criteria Framework: A Systems Perspective


Criteria Structure• Seven Categories

• Nineteen Items (basic requirements)

• Multiple Areas to Address (multiple requirements)

• Non-prescriptive (ask “what”)

Process Categories ask for “how”

Results Category asks for “results” data and information”


Criteria Structure continued…

Deployment

• Process Categories expect:

Approach

Learning

Integration


Criteria Structure continued…

Trends

• Results Category expects: Performance levels

Comparisons

Linkages

• Results Category identifies:

Gaps


Organizational Profile: Environment, Relationships, & Challenges

Critically Important because it:• Serves as the most important starting

point for understanding your organization

• Enables you to ensure the processes you use to run your organization and what you measure is linked and aligned with what is important to you


Organizational Profile: Environment, Relationships, & Challenges continued…

• Top leaders and managers must clearly define the organization and what is important – so others can understand their priorities

Enables you to work on your

business, not in your business.


Organizational Profile

Is a snapshot of your organization, the

key influences on how your operate,

and the key challenges you face.

Is a snapshot of your organization, the

key influences on how your operate,

and the key challenges you face.


Organizational Profile

P1Organizational Description

P1Organizational Description

P2 Key Organizational Challenges

P2 Key Organizational Challenges

What are:• Your key organizational

characteristics?

- Organizational environment

- Organizational relationships

Describe your: • Competitive environment

• Key strategic challenges

• System for performance

improvement


Leadership

The Leadership Category examines how your

organization’s senior leaders guide and sustain

your organization.

Also examined are your organization’s

governance and how your organization addresses

ethical, legal, and community responsibilities.

The Leadership Category examines how your

organization’s senior leaders guide and sustain

your organization.

Also examined are your organization’s

governance and how your organization addresses

ethical, legal, and community responsibilities.


Leadership

1.1Senior Leadership: How you as senior leaders lead?

1.1Senior Leadership: How you as senior leaders lead?

1.2Governance and Social Responsibilities: Howyou govern and address social responsibilities?

1.2Governance and Social Responsibilities: Howyou govern and address social responsibilities?

Describe how:• Guide and sustain• Communicate with employees• Encourage high performance

Describe : • Your governance system

Describe how:• Address public responsibilities• Ensure ethical behavior• Practice good citizenship


Strategic Planning

The Strategic Planning Category examines how your

organization develops strategic objectives and action

plans.

Also examined are how your chosen strategic

objectives and action plans are deployed and changed

if circumstances require, and how progress is measured.

The Strategic Planning Category examines how your

organization develops strategic objectives and action

plans.

Also examined are how your chosen strategic

objectives and action plans are deployed and changed

if circumstances require, and how progress is measured.


Strategic Planning

2.1Strategy Development:How you develop strategy?

2.1Strategy Development:How you develop strategy?

2.2Strategy Deployment: How you deploy strategy?

2.2Strategy Deployment: How you deploy strategy?

Describe how: • Establish strategy and strategic

objectives

• Address strategic challenges

Describe how:• Convert strategic objectives into

action plans


Customer and Market Focus

The Customer and Market Focus Category examines how

your organization determines the requirements, needs,

expectations, and preferences of customers and markets.

Also examined is how your organization builds

relationships with customers and determines the key

factors that lead to customer acquisition, satisfaction,

loyalty, and retention and to business expansion and

sustainability.

The Customer and Market Focus Category examines how

your organization determines the requirements, needs,

expectations, and preferences of customers and markets.

Also examined is how your organization builds

relationships with customers and determines the key

factors that lead to customer acquisition, satisfaction,

loyalty, and retention and to business expansion and

sustainability.


Customer and Market Focus

3.1Customer and MarketKnowledge: How you use this?

3.1Customer and MarketKnowledge: How you use this?

3.2Customer Relationships and Satisfaction: How you build relationships? How you grow satisfaction and loyalty?

3.2Customer Relationships and Satisfaction: How you build relationships? How you grow satisfaction and loyalty?

Describe how:• Determine customers’ requirements,

needs, expectations and preferences • Market to ensure continuing relevance

of products and services and to

develop new business opportunities

Describe how: • Build relationships to acquire,

satisfy, and retain customers• Increase customer loyalty

• Determine customer satisfaction


Measurement, Analysis, and Knowledge Management

The Measurement, Analysis, and Knowledge Management Category examines how your organization selects,

gathers, analyzes, manages, and improves it data,

information, and knowledge assets.

Also examined is how your organization reviews its

performance

The Measurement, Analysis, and Knowledge Management Category examines how your organization selects,

gathers, analyzes, manages, and improves it data,

information, and knowledge assets.

Also examined is how your organization reviews its

performance


Measurement, Analysis, & Knowledge Management

4.1Measurement, Analysis, and Review of OrganizationalPerformance: How you do this?

4.1Measurement, Analysis, and Review of OrganizationalPerformance: How you do this?

4.2Information and KnowledgeManagement: How you manage these?

4.2Information and KnowledgeManagement: How you manage these?

Describe how:• Measure, analyze, align, review, and

improve performance data and

information at all levels and in all parts

of organization

Describe how:• Ensure quality and availability of

needed data and information for

employees, suppliers, partners,

collaborators, and customers• Build and manage knowledge

assets


Human Resource Focus

The Human Resource Focus Category examines how your

Organization’s work systems and your employee learning

and motivation enable all employees to develop and utilize

their full potential in alignment with your organization’s

overall objectives, strategy, and action plans.

Also examined are your organization’s efforts to build and

maintain a work environment and employee support

climate conducive to performance excellence and to

personal and organizational growth.

The Human Resource Focus Category examines how your

Organization’s work systems and your employee learning

and motivation enable all employees to develop and utilize

their full potential in alignment with your organization’s

overall objectives, strategy, and action plans.

Also examined are your organization’s efforts to build and

maintain a work environment and employee support

climate conducive to performance excellence and to

personal and organizational growth.


Human Resource Focus

5.2Employee Learning and Motivation: How you contribute to employee learning and motivate employees?


5.3Employee Well-Beingand Satisfaction: How you contribute to well-being and grow satisfaction?


See next page… See next page…

5.1Work Systems: How you enable employees to accomplish work?

5.1Work Systems: How you enable employees to accomplish work?

Describe how:• Work and jobs enable employees and the organization to achieve high performance• Compensation, career progression, and related workforce practices enable achievement of high performance


Human Resource Focus(continued…)

Describe how:• Your employee education, training, and career development support achievement of objectives and contribute to high performance• Your education, training, and career development build employee knowledge, skills, and capabilities





Describe how:• You maintain a work environment and an employee support climate that contribute to well-being, satisfaction, and motivation of all employees


Process Management

The Process Management Category examines the key

aspects of your organization’s process management,

including key product, service, and organizational

processes for creating customer and organizational

value and key support processes. This Category

encompasses all key processes and all work units.

The Process Management Category examines the key

aspects of your organization’s process management,

including key product, service, and organizational

processes for creating customer and organizational

value and key support processes. This Category

encompasses all key processes and all work units.


Process Management

6.1Value Creation Processes: How you identify and manage key processes?

6.1Value Creation Processes: How you identify and manage key processes?

6.2Support Processes and Operational Planning: How you Identify and manage support processes and accomplish operational planning?

6.2Support Processes and Operational Planning: How you Identify and manage support processes and accomplish operational planning?

Describe how:• Identify and manage key value

creation processes for delivering

customer value and achieving

organizational success and growth

Describe how:• Manage key processes that

support

value creation processes

Describe:• Processes for financial

management and continuity of operations in an emergency


Results

The Results Category examines your organization’s

performance and improvement in all key areas –

product and service outcomes, customer satisfaction,

financial and marketplace performance, human

resource outcomes, operational performance and

leadership and social responsibility. Performance

levels are examined relative to those of competitors

and other organizations providing similar products

and services.

The Results Category examines your organization’s

performance and improvement in all key areas –

product and service outcomes, customer satisfaction,

financial and marketplace performance, human

resource outcomes, operational performance and

leadership and social responsibility. Performance

levels are examined relative to those of competitors

and other organizations providing similar products

and services.


Results7.1Product and Service Outcomes: What are your product and serviceperformance results?

7.1Product and Service Outcomes: What are your product and serviceperformance results?

7.2Customer-Focused Outcomes: What areyour customer-focused performance results?

7.2Customer-Focused Outcomes: What areyour customer-focused performance results?

Summarize key product

and service performance results.

Segment results by product and service

types and groups, customer groups,

and market segments, as appropriate.

Include appropriate comparative data.

Summarize key customer-focused results, including customer satisfaction and customer-perceived value.

Segment results by product and service types or groups, customer groups, and market segments, as appropriate.



Results (continued…)

7.3Financial and Market Outcomes: What areyour financial andmarket results?

7.3Financial and Market Outcomes: What areyour financial andmarket results?

7.4Human ResourceOutcomes: What areyour human resource results?

7.4Human ResourceOutcomes: What areyour human resource results?

Summarize key financial

and marketplace performance results by

customer or market segments, as

appropriate.


Summarize key human resource results,

including work system performance and

employee learning, development, well-being,

and satisfaction.

Segment results to address the diversity of

your workforce and the different types and

categories of employees, as appropriate.



Results (continued…)

7.5Organizational EffectivenessOutcomes: What are your organizational effectivenessresults?

7.5Organizational EffectivenessOutcomes: What are your organizational effectivenessresults?

7.6Leadership and SocialResponsibility Outcomes: What areyour leadership and social responsibility results?

7.6Leadership and SocialResponsibility Outcomes: What areyour leadership and social responsibility results?

Summarize key

operational results that

contribute to the improvement of

organizational effectiveness.

Segment results by product and service

types and groups, and by market

segments, as appropriate.


Summarize key governance, senior leadership,

and social responsibility results, including

evidence of ethical behavior, fiscal accountability,

legal compliance, and organizational citizenship.

Segment results by organizational units, as

appropriate.



How the Criteria and Scoring are Used to Assess

Your Leadership and Management System


CRITERIA RATING SYSTEM

PROCESSES – Categories 1 - 6

APPROACH (METHODS)

DEPLOYMENT (EXTENT & BREADTH APPLIED)

RESULTS – Category 7

RESULTS

APPROPRIATE

SYSTEMATIC

ALIGNED{

{CURRENT PERFORMANCE

PERFORMANCE RELATIVE TO COMPARISONS

PERFORMANCE TRENDS AND BREADTH


What Steps are Available for Learning and Using the Criteria ?


Georgia Focus

Recognition

Step 1

Georgia Progress

Award

Step 2

Georgia Oglethorpe

Award

Step 3

Three Step Process

Maturity andRecognition

Options

Baldrige Award(For those eligible.)


Steps Toward A Mature SystemStrategic AND Operational Goals

Strategy

Strategy

1. Reacting to Problems

Strategy

Strategy

2. Early Systematic Approach

3. Aligned Approach

Strategy

4. Integrated Approach


• Results - have improving trends and comparative data with good to very good performance levels

• Results address your customers, governance and ethics, operations,

employees, owners, suppliers, and other key stakeholders

What it Means to Receive the Award...


• Results are not accidental

• Results are attributed to sound, systematic

processes

• Evaluation and improvement are embedded

in your business

You run your business. It does not run you!

What it Means to Receive the Award...


• An organization -- Is perfect Will never face problems

• That the extended organizational family understands or embraces the philosophy

What it Does Not Mean to Receive the Award …


Where You Might Go From Here

Contact the Georgia Oglethorpe office about customized training for your organization

• Continue learning about the CriteriaParticipate in the Georgia Oglethorpe

Board of Examiners training

Attend the Georgia Oglethorpe and Baldrige annual conferences

• Revisit customers and customer groups, and determine their needs and wants

Download samples of self-assessments and case studies from the Baldrige web site


Where You Might Go From Here continued…

• Learn what your other key stakeholders need and want, e.g., your employees, financial providers, etc.

• Partner with education and non-education organizations experienced in using the Criteria

• Review your list of competitors and reasons they are considered your competitors

• Complete a self-assessment• Analyze your self-assessment results• Develop a plan for improvement with a

manageable set of priorities


Other Assessment Options• Internal assessments

Use (experienced/ knowledgeable) examiners from within your

organization Hire (experienced/ knowledgeable)

third party examiner (s) Use a combined team of both

internal and external (experienced/

knowledgeable) examiners

• Internal surveys Completed by select groups within

the organization


Complete a self-assessment –then submit it to Georgia Oglethorpe to receive third-party feedback from

members of our all-volunteer Board of Examiners.

ASSESSMENT OPTIONScontinued…


IN SUMMARY

Indeed, I feel I have not answered any of them completely.

I realize that I may not have succeeded in answering all of your questions…..

To sum it up …. we may be confused but we are confused on a higher level and about more important things.

Author Unknown

The answers I have provided likely only serve to raise a whole new set of questions, which only lead to more problems, some of which we weren’t even aware were problems.


QUESTIONS ?

You may contact the Georgia Oglethorpe Office at:

VM: 404.232.3808EM: [email protected]

Or, visit our web site at:www.GeorgiaOglethorpe.org

mailto:[email protected]

http://www.georgiaoglethorpe.org/


THANK YOU!!!


We are happy you are helping to move us toward…

Georgia: Outperforming the

World !!!


SM

SM


Key Themes – Explained

• Are key findings during the evaluation of your submission – relative to your Organizational Profile

• Key Themes are the high-level conclusions examiners draw when completing their assessment of your organization using your response to questions found both in the Criteria requirements and the Organizational Profile


Key Themes - Explainedcontinued…

• A key theme is:A strength or opportunity for

improvement (OFI) that addresses a central requirement of the Criteria,

Common to more than one Item or Category (cross-cutting),

Especially significant in terms of your Organizational Profile, and/or

Addresses a Core Value of the Criteria.


• Key Themes respond to the three points below (specific to your organization):Most important strengths or

outstanding practices

Key Themes - Explainedcontinued…

Your most significant opportunities, concerns, or vulnerabilities

Most significant strengths, opportunities, vulnerabilities, and/or gaps (related to data, comparisons, linkages) found in your response to Results Items


KEY THEMES (Sample/ Potential Observations)

• Absence of objective evidence supporting linkage between goals, objectives, vision, mission and performance indicators

• Inconsistency of information • Approaches to your business appears to be

reactive

• Gaps between your Organizational Profile and your responses to the Core Values and Category/ Item questions

• Alignment unclear between performance indicators/ measures and process based actions


System Framework1.1 – 1.2

Organization Leadership and Direction Setting

3.1 – 3.2Customer Knowledge andRelationship Management

2.1 – 2.2Strategy Developmentand Implementation

5.1- 5.3Work Systems and

Employee Management6.1 – 6.2

Process Design andManagement

4.1 – 4.2Measurement, Analysis and

Knowledge ManagementResults

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Documents

georgia oglethorpe criteria

georgia oglethorpe award

award process slide

readers georgia oglethorpe

vision georgia

award recipients

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high performance