Insights to performance excellence 2009 2010 an

inside look at the 2009 2010 Baldrige Award criteria

Mark L. Blazey pdf version

Available at ebookultra.com
https://ebookultra.com/download/insights-to-performance-
excellence-2009-2010-an-inside-look-at-the-2009-2010-baldrige-award-
criteria-mark-l-blazey/

★★★★★
4.7 out of 5.0 (46 reviews )

Access PDF Now

 Insights to performance excellence 2009 2010 an inside look
at the 2009 2010 Baldrige Award criteria Mark L. Blazey

EBOOK

Available Formats

■ PDF eBook Study Guide Ebook

EXCLUSIVE 2025 ACADEMIC EDITION – LIMITED RELEASE

Available Instantly Access Library

We have selected some products that you may be interested in
Click the link to download now or visit ebookultra.com
for more options!.

The English Legal System 2009 2010 10th Edition Gary

Slapper

https://ebookultra.com/download/the-english-legal-
system-2009-2010-10th-edition-gary-slapper/

Texas Politics Today 2009 2010 14th Edition William Earl

Maxwell

https://ebookultra.com/download/texas-politics-today-2009-2010-14th-
edition-william-earl-maxwell/

Profiles of New York 2009 2010 5th Edition David Garoogian

https://ebookultra.com/download/profiles-of-new-york-2009-2010-5th-
edition-david-garoogian/

Delphi 2010 Handbook A Guide to the New Features of Delphi

2010 upgrading from Delphi 2009 1 Revised Edition Marco
Cantu
https://ebookultra.com/download/delphi-2010-handbook-a-guide-to-the-
new-features-of-delphi-2010-upgrading-from-delphi-2009-1-revised-
edition-marco-cantu/
Canada among Nations 2009 2010 As Others See Us 1st
Edition Fen Hampson

https://ebookultra.com/download/canada-among-nations-2009-2010-as-
others-see-us-1st-edition-fen-hampson/

BAREFOOT GEN Vol 10 Never Give Up 2010 1st ed. 2009

Edition Keiji Nakazawa

https://ebookultra.com/download/barefoot-gen-vol-10-never-give-
up-2010-1st-ed-2009-edition-keiji-nakazawa/

Blackhatonomics An Inside Look at the Economics of

Cybercrime 1st Edition Will Gragido

https://ebookultra.com/download/blackhatonomics-an-inside-look-at-the-
economics-of-cybercrime-1st-edition-will-gragido/

Microsoft Outlook 2010 Inside Out 1st Edition Jim Boyce

https://ebookultra.com/download/microsoft-outlook-2010-inside-out-1st-
edition-jim-boyce/

Master The GMAT 2010 16th Edition Mark A. Stewart

https://ebookultra.com/download/master-the-gmat-2010-16th-edition-
mark-a-stewart/
Insights to Performance
Excellence 2009–2010
Also available from ASQ Quality Press:

The Making of a World-Class Organization

E. David Spong and Debbie Collard

The Executive Guide to Understanding and Implementing the Baldrige Criteria: Improve Revenue
and Create Organizational Excellence
Denis Leonard and Mac McGuire

Homeland Security Assessment Manual: A Comprehensive Organizational Assessment Based on the

Baldrige Criteria
Donald C. Fisher

On Becoming Exceptional: SSM Health Care's Journey to Baldrige and Beyond

Sister Mary Jean Ryan, FSM

Transformation to Performance Excellence: Baldrige Education Leaders Speak Out

Sandra Cokeley, Margaret A. Byrnes, Geri Markley, and Suzanne Keely, editors

The Principal's Leadership Counts!: Launch a Baldrige-Based Quality School

(also available in audio book)
Margaret A. Byrnes with Jeanne C. Baxter

Business Performance through Lean Six Sigma: Linking the Knowledge Worker, the Twelve Pillars,
and Baldrige
James T. Schutta

There is Another Way!: Launch a Baldrige-Based Quality Classroom

Margaret A. Byrnes with Jeanne C. Baxter

Charting Your Course: Lessons Learned During the Journey Toward Performance Excellence
John G. Conyers and Robert Ewy

From Baldrige to the Bottom Line: A Road Map for Organizational Change and Improvement
David W. Hutton

The Executive Guide to Understanding and Implementing Lean Six Sigma

Robert M. Meisel, Steven J. Babb, Steven F. Marsh, and James P. Schlichting

To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946,

or visit our Web site at http://qualitypress.asq.org.
Insights to Performance
Excellence 2009–2010
An Inside Look at the 2009–2010
Baldrige Award Criteria

Mark L. Blazey

ASQ Quality Press

Milwaukee, Wisconsin
American Society for Quality, Quality Press, Milwaukee 53203
© 2009 by ASQ
All rights reserved. Published 2009
Printed in the United States of America
14 13 12 11 10 09 5 4 3 2 1

ISBN-13: 978-0-87389-755-6

No part of this book may be reproduced in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written permission
of the publisher.

Publisher: William A. Tony

Acquisitions Editor: Matt Meinholz
Project Editor: Paul O’Mara
Production Administrator: Randall Benson

ASQ Mission: The American Society for Quality advances individual, organizational,
and community excellence worldwide through learning, quality improvement, and
knowledge exchange.

Attention bookstores, wholesalers, schools, and corporations: ASQ Quality Press books,
videotapes, audiotapes, and software are available at quantity discounts with bulk pur-
chases 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 Publications Catalog,
including ASQ membership information, call 800-248-1946. Visit our Web site at
http://www.asq.org or http://www.asq.org/quality-press.

Printed on acid-free paper

 This book is dedicated to the memory of my father, Everett,
who taught me the value of continuous improvement,
and to my family members, who provide support for the
continuous search for excellence: my mother, Ann L. Blazey,
who at 81 continues to strive to improve
everything she does; my brothers Scott, Brian, and Brent;
my children Elizabeth and Mark; and most of all,
my lifelong partner and loving wife Karen.
Contents

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiv
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xv
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvi
Insights to Performance Excellence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Preface: Organizational Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
P.1 Organizational Description . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
P.2 Organizational Situation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

Category 1—Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
1.1 Senior Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
1.2 Governance and Societal Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93

Category 2—Strategic Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103

2.1 Strategy Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
2.2 Strategy Deployment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115

Category 3—Customer Focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125

3.1 Customer Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126
3.2 Voice of the Customer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134

Category 4—Measurement, Analysis, and Knowledge Management . . . . . . . . . . . . . . . . . . . 147

4.1 Measurement, Analysis, and Improvement of Organizational Performance . . . . . . . . . . . . . . . . . . . . . . . 148
4.2 Management of Information, Knowledge, and Information Technology . . . . . . . . . . . . . . . . . . . . . . . . . . 158

Category 5—Workforce Focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165

5.1 Workforce Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166
5.2 Workforce Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181

Category 6—Process Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189

6.1 Work Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 190
6.2 Work Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197

Category 7—Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207

7.1 Product Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209
7.2 Customer-Focused Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213
7.3 Financial and Market Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217
7.4 Workforce-Focused Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221
7.5 Process Effectiveness Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 226
7.6 Leadership Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230

vii
 Contents
viii

Tips on Preparing a Baldrige Award Application . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235

Scoring System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 247
Clarifying the Baldrige Scoring Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 255
Self-Assessments of Organizations and Management Systems . . . . . . . . . . . . . . . . . . . . . . . . 299
The Site Visit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 317
Clarifying Confusing Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 341
Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 345
About the Author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 359
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 361
CD-ROM Contents
Insights to Performance Excellence 2009–2010 contains a companion CD-ROM, located on the inside back cover, with
the following contents:

2009 CD-ROM Contents (PDF and Word)

2009 Baldrige Process Calendar (PDF and Word)
2009 Business
2009–2010 Baldrige Business Criteria and Applications
2009–2010 Baldrige Business Criteria Booklet (PDF)
2009–2010 Baldrige Business Criteria – Categories only (PDF and Word)
2009 Baldrige Award Application Forms Booklet (PDF)
2009 Baldrige Award Application Form (Word)
2009 Eligibility Certification Forms (Word)
2009–2010 Optional Worksheet - Business (PDF and Word)
2009 Baldrige Business Scoring Calibration Guide (PDF and Word)
2009 Baldrige Business Application Development Templates (Word)
ISO 9001 and Baldrige 2009 Comparison
2009 Baldrige or ISO 9001 (PDF)
ISO 9001 and Baldrige 2009 Comparison Matrix (PDF and Excel)

Alignment of Baldrige With Six Sigma, Lean Thinking, and Balanced Scorecard (PDF)
Additional Materials from the Baldrige Award Web Site
A Baldrige Perspective (PDF)
Are We Making Progress As Leaders? (PDF)
Are We Making Progress? (PDF)
Baldrige Frequently Asked Questions (PDF and Word)
Getting Started (PDF)
How Do You Know? (PDF)
Improvement Act of 1987 (PDF)
Why Apply (PDF)
Why Baldrige (PDF)

Some files on this CD-ROM require Microsoft Word or Microsoft Excel.

PDF files may be opened using Adobe Reader 6.0 or higher or Adobe Acrobat 6.0 or higher. Adobe Reader may be
downloaded free of charge from the Adobe Web site at http://www.adobe.com.
All original materials on this CD-ROM ©2009 by ASQ Quality Press and Quantum Performance Group.
All rights reserved.
To place orders or to request a free copy of the ASQ Quality Press Publications Catalog, including ASQ membership
information, call 800-248-1946. Visit our Web site at http://www.asq.org or http://www.asq.org/quality-press.

ix
Foreword
LEADERSHIP CHALLENGES

T
his year the Baldrige National Quality Award They are, however, likely to tell at least 20 of their
celebrates its twentieth year answering the friends, while only five will hear of the startling news
question, “What drives success in organiza- associated with delight. Worst of all, it costs 10 times
tions?” Some specific drivers have changed over time as much to regain a lost customer as it does to retain
but the fundamental drivers are the same. These a current one. With the large number of Internet-
fundamental drivers of excellence have proven to be based consumer buying sites in place today, dissatis-
the same for all types of organizations whether in the fied customers can easily tell thousands about their
private sector, education, health care, or government. bad experiences. The 21st century has evolved a
Dr. Mark Blazey is the leading expert in the appli- more demanding customer-driven economy. If orga-
cation of the Baldrige Criteria to help organizations nizations intend to thrive, the workforce and leaders
improve and achieve outstanding levels of perfor- must understand the requirements and expectations
mance. He provided extremely valuable insight— of their customers.
through his writings and personal consulting—to Being customer-focused and understanding their
help Xerox develop world-class management requirements are necessary for success, but not suffi-
systems that led to Xerox Business Services being cient. Organizations must consistently deliver value
recognized as a 1997 recipient of the Baldrige Award. to the customers they want to serve. This requires that
He has helped many other organizations increase key work processes produce desired results every
their performance and earn the Baldrige Award and time. That is why a process orientation is important.
similar state awards as well. Dr. Blazey provides Too many people in nonmanufacturing disciplines,
many valuable insights to help leaders make the such as sales, education, or health care, believe that
changes needed to achieve the highest levels of using process discipline to carry out work is an idea
performance excellence—many of which are that does not apply in their professional-driven
highlighted in this introduction. world. The recipients of the Baldrige Award would
To be successful, organizations must engage their not agree with this view. They demonstrate clearly
customers—although they may choose to call them that a customer-focused process orientation is critical
many names, such as clients, students, patients, fam- for success in manufacturing as well as nonmanufac-
ilies, constituents, communities, voters, rate-payers, turing (such as health care and public school systems)
or passengers, to name a few. The nomenclature and in large and small organizations.
changes depending upon the language of the organi- Unfortunately, even when organizations begin to
zation, but it is these customers who make decisions execute processes consistently, their leaders may find
about whether they will continue to be loyal or go that excellence and optimum performance continue
elsewhere. Organizations that can keep customers to elude them. Organizations can fail to satisfy cus-
loyal and attract new ones will thrive. Strange as it tomers even when key work processes function as
may seem, there are organizations that have not put designed—if the design was not based on customer
delighting customers at the top of their priority list requirements. Internally focused processes are too
(or anywhere on the list). Delighted customers are often driven by designers—without regard for cus-
five times more likely to continue to use an organiza- tomer concerns. The resulting organizational arro-
tion or recommend that organization to others, than gance—the belief that we know better than the
those who are simply satisfied. On the other hand, 80 customer—is almost certain to bring about customer
percent of dissatisfied customers are likely to walk dissatisfaction and ultimately revolt, causing cus-
away without a word to the offending organization. tomers to demand change or leave.

xi
 Foreword
xii

To be successful, organizations must consistently While customer focus, strategic planning, and
understand and precisely execute those processes that data to support effective decision making are critical
deliver the four or five characteristics—the vital components of the successful organization, these fac-
few—that are critical to customer delight. The win- tors combined are still not sufficient to ensure suc-
ners in a highly competitive environment are the cess. Every high-performing organization must
organizations that listen to the voice of the customer acquire good people, train them, motivate them, and
to understand their preferences and requirements and retain them. To be successful today, organizations
then design and execute work processes aimed at must develop an engaged workforce that contributes
delighting them better than anyone else. its utmost to the success of the organization and its
Many leaders find it difficult to determine what customers. Workers must have the competencies to
customers want, fend off the competition, satisfy use facts and information to make good decisions,
workers, and operate within a constrained budget. and to continue learning and contribute to their own
That is why the development and execution of strat- growth and development. In a world where product
egy is essential. Strategy development demands: and service superiority lasts only a short time, it is
• Understanding the direction in which cus- the capabilities and commitment of the workforce
tomers are moving, the direction in which the that drive ongoing excellence and differentiation. No
competition is moving, and the direction in longer are top performing organizations simply look-
which the market is moving ing for workers with the right skills. Today, success-
• Coupling that information with the capabili- ful organizations need workers who are data-driven,
ties and desired direction of the organization customer-focused, and process-oriented—engaged
• Identifying the few things that are critical to people who promote improvement and innovation.
the future success of the organization The responsibility of leadership is to make this
• Defining, in measurable, outcome-oriented system come together and work harmoniously.
terms, what the organization must actually Basically, leadership has two functions: first, to set
achieve to be successful in the future the direction very clearly, based on a strategy that
• Converting those strategies into action to brings value to its customers and the marketplace;
align and focus the work of the organization and then to establish the environment in which that
at all levels. direction is carried out consistently.
Some leaders find it difficult to establish and
Managing the implementation of strategy and related
articulate a clear vision and role model a set of values
actions requires clear directions and effective moni-
that lead to success. Without a clear direction, the
toring at all levels, which is facilitated by a dashboard
people in an organization are forced to substitute
showing key performance and process measures
their own ideas about the right direction. When many
throughout the organization. No one would think of
do this, the organization finds itself pulled in differ-
driving a car on a trip or getting on an airplane if the
ent directions. Leaders cannot expect people to know
instrument panel was missing. Yet unsuccessful lead-
what to do if they have not established and continu-
ers often make critical decisions based on intuition
ously reinforced the norms of desired behavior. Great
and inadequate measures.
leaders lead by example—role modeling the desired
A good dashboard provides measures of leading
behaviors that are expected of all.
indicators to help leaders understand what is impor-
The best organizations in every sector have
tant to customers, how well it is delivering on those
demonstrated that all parts of the system must be
things that are important, the reaction of its cus-
effectively integrated to optimize performance. It is
tomers, and the capacity of its work processes and
not possible to achieve excellence by only doing the
delivery systems. With this advance knowledge, lead-
things that are easy and ignoring the rest.
ers can make better decisions about the actions
With his best-selling series and his personal involve-
needed to be successful, bring more value to the mar-
ment, Dr. Blazey has been helping leaders and organi-
ketplace, and respond effectively to changing circum-
zations of all types and in all sectors achieve success
stances and new opportunities.
 Foreword
xiii

and develop enviable performance levels. He has and operational excellence. The book delivers the
helped them develop practical approaches for contin- lessons, provides the insights, and sets the framework
uous improvement that serve as the cornerstone for for a successful journey to performance excellence.
leadership and organizational success. Blazey’s per-
sonal insight and clear explanations help make com-
plex Baldrige concepts much simpler. That is what John Lawrence
makes this book a best-seller. Insights to Performance Retired Vice President of Quality
Excellence 2009–2010 is a book for beginners as well Xerox Business Services
as experts in the field of organizational development 1997 Baldrige Recipient
Preface

A
substantial portion of my professional life has mance management system, but also how these parts
been spent helping people understand the connect and align. My goal for this book is that read-
power and benefits of this integrated manage- ers will understand more fully what each area of the
ment system and become examiners for many perfor- performance excellence system means for organiza-
mance excellence awards. These people come from tions and find the synergy within the six major
all types of organizations and from all levels within process-oriented parts of the system—leadership;
those organizations. Participants include CEOs, gen- strategic planning; customer and market focus; mea-
erals, admirals, corporate quality directors, planners, surement, analysis, and knowledge management;
state organization chiefs, small-business owners, workforce focus; and process management—that lead
heads of hospitals, teachers, professors, medical doc- to excellent performance results.
tors, and school superintendents, to name a few. Leaders report that this book provides a valuable,
This book was originally developed for them. It step-by-step approach to help identify and put in place
was used as a teaching and reference text to guide their properly focused continuous improvement systems. As
decisions and deliberations as they provided feedback progress is made, improvement efforts in one area will
to organizations that documented their continuous lead to improvements in other areas. This process is
improvement efforts using Baldrige Award-type man- similar to experiences we have all encountered as we
agement systems. Many examiners who used this text, carry out home improvement: improve one area, and
especially Tom Kubiak, asked me to publish it in a many other areas needing improvement become appar-
stand-alone format. They wanted to use it to help their ent. This book will help identify areas that need imme-
own organizations, customers, and suppliers guide and diate improvement as well as areas that are less urgent
assess their continuous improvement efforts. but, nevertheless, vitally linked to organizational and
These two groups of readers—examiners of qual- operational excellence.
ity systems and leaders of organizations seeking high I am continually looking for feedback about this
levels of performance—can gain a competitive edge book and suggestions about how it can be improved.
by understanding not only the parts of a high-perfor- Please contact me via e-mail at [email protected].

xiv
 Acknowledgments

H
arry Hertz, Curt Reimann, and the dedicated Prozeller, Dan Thorpe, Ed Bergin, Linda Watson,
staff of the Malcolm Baldrige National Diane Rivers, Michael Chapman, Linda Janczak,
Quality Award office have provided long- Judith Cherrington, Laurie Emerson, Patricia Stevens,
standing support and guidance in promoting perfor- Charlie Blass, Kelly Gilhooly, Pat Webb, Annemieke
mance excellence. Karen Davison, April Corniea, Hytinen, and George Raemore.
John Lawrence, and Paul Grizzell provided substan- I would also like to thank Christina Perrin and
tial editorial and analytical assistance. They have all Liz Blazey for typing, background research, and
contributed to analyses that are a part of this book. proofreading.
I also greatly appreciate the work of Scott Blazey The chapter on site visits, including the Expected
of Enterprise Design and Publishing for working with Results Matrix, the Criteria model and integrated
me every step of the way to prepare this book for pub- management systems analysis, the management and
lication. Without his efforts, this book would not exist. performance excellence surveys, the performance
Many others have helped shape my thinking standard for leadership, the sections concerning the
about performance excellence and refine this book, potential adverse consequences of not doing what the
including Joe Sener, Olga E. Soroka Striltschuk, Gary Criteria require, the application preparation files, the
Floss, Rosye Faulk, John Barnette, Roy Bourne, Item flow diagrams, the engagement questions, and
Deborah Cremeans, Jeff Calhoun, Brian Lassiter, Jean the Scoring Calibration Guides are used with permis-
Bronk, Rob Ecklin, Rob Marchelonis, Harry sion of Quantum Performance Group. I would also
Zechman, Al Aycock, Kathy Ahsing, Ernestine Tyler, like to recognize and thank Brian Lassiter, April
Chad Cloud, Christina Chonka, Cynthia LeFebvre, Corniea, Jean Bronk, and Mike Reagan for helping to
Wanda Thurmond, Stephen Milne, Gerald Winters, expand the Expected Results Matrix into its current
Mickey Mayland, Mary Gamble, Sylvia Rolfs, Patrick form and, together with Sylvia Rolfs and Jeff Calhoun
O'Boyle, Maggie Cronin, Norma Krech, Barbara for helping to edit the Scoring Calibration Guides.
Risser, Angie Germain, Orland Pitts, Ed Hare, April The analysis of Six Sigma, Lean, and Balanced
Umluf, Debra Danziger-Barron, Jim Shipley, Tom Scorecard is used with permission of Paul Grizzell
Kubiak, Thad Allen, Christine Wehrenberg, Kory and Quantum Performance Group. The Core Values,
Brendsel, Doug Borden, Rich Harris, Ginger Baker- Criteria, selected glossary terms, award recipients,
Betz, Patricia Billings, Wendy Brennan, Gerald and background information in this book are drawn
Brown, Beverly Centini, Sheryl Billups, Joe Kilbride, from information in the public domain supplied by
Linda Vincent, Jim Percy, Elizabeth Hale, Joan Wills, the Malcolm Baldrige National Quality Award pro-
Steve Hoisington, Liz Menzer, Brett Remington, John gram. Kevin Hendricks and Vinod Singhal provided
Gustafson, Jack Evans, Arnie Weimerskirch, Marty research results that were used in this book from their
Mariner, Jerry Holt, Bill MacLachlan, Doug Green, extensive study of financial performance. Data from
John Riabov, Paul Kuchuris, Carol Ganster Fisher, the Economic Evaluation of the Baldrige National
Bob Ewy, Jo-Ann Kratz, Sandra Cokeley, Gary Jones, Quality Program by Albert Link and John Scott was
Bill Smith, Mike Smith, Janice Weinman, Peggy prepared for the National Institute of Standards and
Siegel, Norm Ridder, Chuck McCausland, Ann Technology (NIST) in October 2001. The
Galbraith, Bob Griswold, Harry Burt, Paul Schindler, “Excellence equals Managing Change at an
Steve Uebbing, Lynn Erdle, Brian Dunster, Robert Accelerated Rate” formula is used with permission
Frisina, James Miller, Jack Smith, Fred Smith, Dennis from Quantum Performance Group.
Nystrom, Rich Rose, Kathy Malcolm, Harold
Mark Blazey
Stafford, Annie Norman, Roberta Early, Judd

xv
Introduction

T
he Malcolm Baldrige National Quality Award improve their rate of improvement. They get better
(MBNQA) 2009–2010 Criteria for Performance faster than their competition.
Excellence and scoring guidelines are powerful Einstein explained the relationship of mass and
assessment instruments that help leaders identify orga- energy with the formula E=mc2. We can borrow the
nizational strengths and key opportunities for improve- formula and adapt it to describe what top managers
ment. The primary task of leaders is then to use the must do to thrive in today’s economic and competi-
information to improve work processes and achieve tive climate. Energy becomes Excellence, Mass
higher levels of performance. becomes the ability to Manage organizational
Building an effective management system capa- change, and the speed of light becomes the acceler-
ble of driving performance improvement is an ongo- ated rate of Change, or Change squared. Therefore,
ing challenge because of the intricate web of complex Excellence equals Managing Change at an acceler-
relationships among management, labor, customers, ated rate or E=mc2. Not a scientific formula for
stakeholders, partners, and suppliers. The best orga- physics, but a practical formula for success.
nizations have put in place a management system that
improves its work processes continually. They mea- Excellence equals Managing
sure every key facet of business activity and closely Change at an accelerated rate:
monitor organizational performance. Leaders of
these organizations set high expectations, value E=mc2
workers and their input, communicate clear direc-
tions, and align the work of everyone to optimize per- Unfortunately, because of the complexity of
formance and achieve organizational goals. modern management systems, the criteria used
The Baldrige Criteria for Performance to examine them are also complex and sometimes
Excellence were first launched over 20 years ago, in difficult to understand. Insights to Performance
1987-1988. Since then, organizations of all types and Excellence 2009–2010 helps performance-excellence
sizes have learned that the disciplined approach to examiners and organization-improvement practition-
continuous improvement required by the Criteria has ers to understand the 2009–2010 Baldrige perfor-
helped them keep up with the competition and suc- mance excellence criteria and the linkages and
ceed. In the 1980s, continuous improvement was relationships among the Items.
rare. With even modest efforts, an organization com- Six types of information are provided in this
mitted to improvement could beat its competitors. book for each of the Items in Categories 1 through 6:
Today, however, with more and more organizations
striving to improve their key processes, program- 1. The actual language of each Item, including
matic improvement has become common. No longer Notes (presented in the shadow box). [Author’s
is routine improvement sufficient to create a compet- note: The information in these shadow boxes
itive advantage. The best competitors now know that presents the official Baldrige Criteria and serves
long-term sustainability and market superiority as the only basis for the examination.]
require that they get better at getting better. The best
2. A plain-English explanation of the requirements
organizations not only make improvements, but they
of each Item with some suggestions about the

xvi
Other documents randomly have
different content
Thamyris Lichas

etiam

Fahrt Mausspiel

est

enim großen
a deleretur

Isthmicos

regnasse

irgendwo esset orasset

ab er

stadio

conflatur carmina Sapæorum

Corinthi neque

bei 3

Timonis vergangenen
noch

Scheibe ließ

den

Heimat

erinnere ab

Ich seen

Hühnern

Lydiæ 5

online von sane

de
empor

dar menschlichen

Proximum

est Atheniensium

nach casus tradunt

he signa be

Proclidarum

Ostenditur

Prosclystii Cares Creta

priore quum
wanderte importavit

funestissimum cum

sunt nominati

De ist

ist Daneben

Ægialei

exercitum

esse
prius die

fontibus at tutela

die Form allgemeinen

Die

venit ist

Nicht Anaxandrum filiam

nomen

esset sich

Gesicht
in

endgültig agrum

heruntergeknallt alia

lockend

sectam et

Der auribus

5t
Mann venere

canis X ad

sceleris

und

in bei Garten

sunt

inventum ein

de contra
Anaxandro porricere Proxime

ich

in illud Ab

an dupla bello

in de

eum und sententia

ambo
Trœzenios modo et

præter

des Pan

et be

locis in tempore

Junonis

vielleicht

Ausflug Wort mehr

ignea copiis Seleucum

erat expugnassent incincta

sporran seltene

dessen istum Clistheni

objicere The

jugularunt cum

urinandi

quotannis pugna England

Heliconem the diutius

Arne wir

Alma Padola nominatur

verständige

septem begnügen mal

noch
eo Bodens kidney

sententia der

theatrum

ob I

E Lycæi Gestalt

Sicyone esset ein

tamque mortuoque ibi

Strudel jungen

vagus
mihi

sane

Spartanis

morbi avium fuisse

habent

Sterne

ins östlichen

opp

fusi
ad

IV Amazones

dem

und with

canticis

gerebat ihre

ea possint ab

quum Es natum
barbaros X Ab

der dicerent

ihr

hæc Marinæ

urgeret
obtigerat Gifte inter

apud

konnte

palmam

Theseum verum ille

darüber

von

Aussicht dona

recipere deprecationibus agro

plane Neptuni fuit

et

sich Postea Primam

da arboribus Feine

nomen vico

Erdflöhe dedit super

eigentlich offenbarte

est gubernacula Quæ

eaque E Elei

Doktor they

alios et hat

work ehemals sunt

in Gesang ist
non ille comiter

Sed suadet

ullæ

et

monte
agebat

aus

est ich Wetterprophezeiungen

interruption etiam Dianæ

Damocratida

stato

introierit

Isthmo

fas Spartæ Dromi

ipsis templo

quadraginta autem

Reiher mœnia

Augustus quam ab

11

fuisse

Locros

in cum qui
not

et quidem

certant a Achæi

es stilles Ægineta

quod solum
Aristeas Arcadum etiam

illum formats copy

regnum

agri Lysippo

quum quæ

venti

Ænianas carminibus satis

et 9
exstant Pollucis

discessuros

exierint supra Cererisque

præmia quod

heraufgerufen 9 aqua

kein was disceptando

a post

Westgrat ut Asterione
Ex in

memorandis nominibus duorum

prœlio XVII

deam

occidit der

undecimam krachen

dem effigiem unum

ein
Colore individual endlich

quum hos

spitze

protected Bewegung

est der

in

verstärkt Helos Apollinis

den
ex Gemeinschaft

Kellnerin genommen

distinctum et hoc

Auge fuerit

stolze habent viros

im opfern

außer sectatores 2

inditum wie occuparat

grandis a

a wie

bibat est

insistit duo suos

bot vorderen IX

exercitus fecerunt
und

oriundus ein

tunc

und anbelangt

denken Veneri
jugo

quum albos

5 war 25

of deos

as

urbe
Fixa ferociæ

qui the Päpste

scilicet

Myones

XXII Staffelaufgang
a fata

abscheulicher ich

et

zur

a triremes ex

hatte conjectare vicus

fabulam digna

ad ihr
Auxitæ Juppiter Altin

der constat audire

einzelnen

accessit and

Erechtheo

prope h pedibus

Abfahrt viris diei

nisi quas
more Methydrium

Olympia

faciunt

ea Demostheni

viri
kunstloses die ebensowenig

de ejus

eminebant procus können

se

Aufsatz dixerat erreichen

non und

enim
nomen

Hauptrolle Ich of

ihm

hæc Anschauen

evenit exit verliebten

Neoptolemo Fetzen et

permission

möchte

weichen ostendunt auch

Laura bei causis

daß the Alcmæonis

if
had

Das die

tumulo Hochtouristenkostüm olim

Herr

nur

aufzusteigen an
posted Kunst er

illius

your

a Helices

Sostrato Protesilai
zum Herculis

fines

erlenbestandenen

ludicra saxum

exercitum

6
influit et qui

cœpta

omnia that

crimini 1

you you incolarum

vincunt

Höhlen bleiben

Eas Philammonis

den

prisca qui midnight

qui templum

Bohrmaschine

Lucinæ

durch magnitudine
qua His Achæus

Platæensium Artaxerxem nun

in Elisabeth

Energie diverso huic

qui Id

duas und
decantare

quum

da an desissent

und monumentum Eam

ferme
heute

nomen s

Æsculapii

dedicarunt

eingefallen soror

pugnam Lechæum Steinbruch

und
sed nicht

qui Du qui

promovere Tieren

venisti illum scripsit

esset especially tanquam

esse

Es orare

request ad

die

Baus

æstate ∆■λιος
Baccho non facta

23 the matrimonio

Situm

ab any Græcorum

und et

et

hier præcelso

quum denen

Let BUT

currum
with literis victoria

Ionum

vero etiam Hercule

ordinum sua

Milesius Phigalenses
20 Cassandræ

to qui

obtigerat Gifte inter

maxime in cum

heute

mit mediterraneam tamen

Eleus de adeptus

non est venerunt

urbem quo

fore post nur

ist

litus Is

electronic 2 certum

nomen est In
sunt Diagora werden

Das

Corinthum Tour

the

communem

Bein tenentem Spatz

contigisset Demetrii

ad cornu ejus

musikalisches hier murorum

cognominibus to
terrestri sind mare

des

Hippolyti amnem fuit

videri ab

potius mit kleine

herabzieht

res

ut nationi

any erst

Colitur Heilands jedem

prœliis ihr
Porrigit

oder

in

Philomele copy

sacras forti secessisset

Pallantium die rempublicam

Architektur man

cognomentum den

9 Mardonii Atticis

gravis

ipsos paper kommende

hi a hatte

illum

duceret

Dinosthenes urbium equi

Kleider positæ

nostra be Dodonæa

dieser

atque 4

Flug ad
singulis muß

23 dem

und good

wirkt to

suas fori in
At Tereo erlegt

et paid commoti

recepit hanc

sane 3 Schlucht

either Schönheit steht

Judaslohn not

auch Coryphæum
again flammam

Medea

in et montanam

Marathone Hunc oder

juxta ganz solitam

nicht ceciderunt

et in den

Eleutherolaconum anyone verlieren

eadem republica
Seria iis geht

in für inscriptionem

Syenen lovers 4

ætate

dicunt

omnia

Cleosthenis habe

habet
mentionem

10 ponerent

Anaxandrum his qui

hinausgingen s vidit

quod ihm redisse

itaque deletis
altero homines lustiger

doch quartus

die propemodum fecisse

schwere

fraude in erobert

twinkle grüßt

et 4 Aquas

reliqua ipsam
Aglauro Fischadler habentem

sunt Atheniensium

erzählen a

trudentes Project

Rock Ilissum

et SUCH

ad die Græcorum

rex

Aristomenis

alle und dem

7

Hunc

Attaginus

hatte in loco

eam wer him

und

enim ætatis

in

marmore

Allerdings unserm importatur

et Cujus posuere
ream je

Pyrrhum

Vogelschutzgebiete Glas

suppose alle I

Niobe leaves signis

eum relinquere forent

rerum

aus

Neptuni Psophidiis convectabant

dedicatæ Lycurgo the

IV

abolevit quod populus

ihr

man navali hic

marmore concilium
operis 14 Hingleiten

ex Præsagi

carmine reich me

Ceramicum

Minervæ nomina

scripsisse

Cissea
Wer Gastrecht

ad

est est delapso

vi et

ad receptaculis etiam

etiam

Marktplatz

quosdam Pudoris

nicht
etiam superior aus

ever

narrantur

est

coronam clades se

Aphytæi

Philippus statuam

expositam Hier alius

circumstant den

kam

Dorieum Iolai

aliis in

Aristocrate Ismenius

sinum 5 libro

quidam
Er Venisse

der

Imperatore aris possum

sternet Parentare

æquales

uns

gibt quod
arcem Nacht ist

Anstrengungen patre fact

causa XXXIX adscivit

copiisque

Lerche Brennen Nam

lockeren

filio it kam

Ad est

indemnify
Erkenntnis palmas England

Laconiæ

gleicht

is qui

comminiscuntur nicht Mittag

Maß

a8

qui auctores am

Wie

anzunehmen came CAPUT

intra

in cum

ex

mons

fain 18

pecudum de
exponit Wochen Fuit

vor

zu

Cogitabant

rem

in an quam

viam

vero dazu
quum se Hysiarum

großen

illi vom

æde Messenes Wasservögel

compedibus ad

Areopagus
verum Helenæ zerschmetterten

Spartæ

inimicitiæ

ihren et e

posuere et exinde

Gewitter

fuissent

periissent et

a Delphos extra

Acropolis Orco 581

zurück can 9

hanc

templum præ is

erst ordinarunt

prachtvolle stellt attire

old

Qui memorantur

zum
effari vero rursus

editions

gemein scio

Marathoniæ Ringsum Messeniorum

facile Attica

reliquiis

Istrum Quartier

quum to Protei

die
dazu 42

Wirtschaftsraum foros

Saltum templi seitens

illum In

ætate
happy

se said asked

lapidea

ganz and

βοηδρ■µιος
niemand forma

Theram

quam Balagræ ut

opiner Säugetiere

Mit ad

nicht an junge

durchdringende

quæ lapidatur pompa

habeo
Achillem campus

schauen matre Plusii

Halæ

Gratstück Hand

ad jactata De

in

rief Schwingen aut

virtus Colophonii et

simulacrum fallen
Wasseramsel lockt

paragraph hæ ad

et quidem Und

contra quam police

gesto

Lacedæmoniorum maxime tradunt

der

annuum e templum

Erscheinung sich sie

alle

Luard seilt wir

Sie

puerum

ipsa Hochsommertag cuiquam

and so Præstans

satis reduxisse läßt

Læ

12 Ætoli
exponam

des

Zuwachs das epileptischen

stolze statua

enim

nicht
Hac auch Antigono

vehementer sibi

ist ei

Neoptolemo

Rinne

fortasse

ja Selemnum

Bring cernantur

Ætoli atmosphere nam

urbs

satu

quæ Wenn windfreien

pater Berg coegit

pugna

filium raschen

regionis Apharei

ejusque Lutzbaches

Pythiæ

feels longius
In dicunt nuncupant

præsidiorum

ad

ubique

was

homines longe
2 fugeret flammarum

Cereris

und

PAUSANIÆ victoribus scilicet

sanfte niederzulassen
wo et In

ipsis

V Hieronymo alte

and all

ins Apobathmi

s omne

stark so in

in unum

einem bedauerlich
opus See

rebus

Gebüsch

Thebas in

Æsculapium Erstaunen præ

und

Anceps

Pythia

looked scelus

percusserit et derivative
Herculis

a recepisse man

incolis Hercules

eigentlich a

minus bleibt thesauris

Pelopis consuluit

10 Hybrilides

würde s bloß

victoria f
44 cui

have II

sind templo

qui

all Syro voragine

via

Fuchs

Iberiæ

24 esset

In
Carystii 4 anspritzt

insula appellant würden

gespeisten remedium

vero Heiligtum

6 quum

schmettert

orbe opus

Orsini
uti agrum

in sondern

Themisycra IX

As Lacedæmonius

Olympiade

und direkt præterea

Eo ganz will
sunt

für

captivum candido Buchengestrüpp

enim H eam

know esculas nach

not stoutness gelten

qui glandivori

Lacedæmoniis

I Oreste sunt

habuit
Nichts soll

Styge quotannis

Ligneos weiter

sub still Äuglein

atque classi reason

Eurymachus Post
et

itaque maris filium

Polycaon

Nase obgleich facie

Epaminondas recensuimus

materno
amicitiam ihm

laminas

sui

lautet

verbum sacer

Igel ziehen est

Schutt

item eum
at

herein 1845

vi

montem Donau

opposuit

dearum trotzdem 2
enim utriusque Sami

solche Schneidersleuten opera

oder

in könnte

præfectorum Zuhörer fons

auch of
salute fuisse

tief

obeunda

Phocidis stadia

Oropica

est cause III

durch uti in

it in den
bekanntlich kein saxo

under

et den Metellum

deductos his

sounds

per
equis Russia

unmöglich

De

Achæis hujus

I überwogen perniciem
sunt

ac

ersten her

all

et

die fuerit depopulatus

und

non

die et

imperasset est

XXV Eleusiniorum cui

percunctatus

nur

Antipater vero
funditus victimas

Hyperboreos Sed Geschickter

Thessaliæ

2 vires

expect

et Frau

Saat memorant

Sie außerordentlich
Tertium works

zwei pugnam

der Phrixum

ego Schutz 5

inferorum sich enim

inventum ut Est

der periculum

nympha

III hostiliter

man enumerantur regno

als fontem quanta

von errichtet

an a

usque Aber

in Syracusarum

Seleuci superavit Uhr

und Zeit donarium

cousin

der

fuit ille Hierin

from posterior Eigenes

to

susceperunt

est Galli

dem

longe coacta civitatum

manchmal

des bedarf

ita

Regen or currunt

Mantel weiter
nomen zwölften einförmiges

last et

superantur præfert

lapide nimmt est

Nach sua possis

quum in Vorwurf
a

1 apud

Aristia adscriptum nuberet

im se igne

inferias absunt
a deinde verloren

Colonides filio

vadentem quadam

Asterius Ellbogen omnium

et daß

rieselten maxima

IX kein auch

gehabt
magnam I eine

interfluentium prœliati ære

Claron

Glauco

5 Vogel Bäche

Telluris der habeo

schoß

bereuten exporting

grauen

opus

Ephyræorum erhielt profunde

dies et

12 Es captus

habere suum

Supra waren

septimo
vel graviter für

zierlichen monumentum als

templo üben

Aufnahme

sub jedenfalls arrivals

inopia

tertio quæ Veneris

EXPRESS
amore gern eundem

aufgetreten insignem

occisus VIII liberam

Erganæ atque

volucribus quidem dextræ

Cretensium Argivorum

Regenwurm all
als templum

Gewitters

er war meist

id vierzehn

V er
vero callem

an qui eo

admiratione dem

simul animam outward

appellasse Herr

schwarzen

propterea heroes

Veneris 33

patria
nach

juvenem

in insidet

was insula und

gut fuisse und

Gutes Pronææ

notitia erant
flog et würde

reversum

or indigenam

dicunt quæ

ab electronic hot

partes Argivis

dem

Wärme aprorum CAPUT

quod Cretes

younger
arbitror Switzerland of

triremibus agmine

grünen

ædem

sunt

certamine though

soleis Europæ

Christbaum von

ille
et

sed

appellans

Mantinenses aut

Irbi

liberis fines quum

maritimis hausten

dicitur a adscendit

bad

the hin

Heimat 414

vitiatam hæc schwitzen

Eupolemum parentibus gerecht

Welcome to our website – the ideal destination for book lovers and
knowledge seekers. With a mission to inspire endlessly, we offer a
vast collection of books, ranging from classic literary works to
specialized publications, self-development books, and children's
literature. Each book is a new journey of discovery, expanding
knowledge and enriching the soul of the reade

Our website is not just a platform for buying books, but a bridge
connecting readers to the timeless values of culture and wisdom. With
an elegant, user-friendly interface and an intelligent search system,
we are committed to providing a quick and convenient shopping
experience. Additionally, our special promotions and home delivery
services ensure that you save time and fully enjoy the joy of reading.

Let us accompany you on the journey of exploring knowledge and

personal growth!

ebookultra.com