Baldrige Excellence and BPK: Partners in Building a World ... · New Focus of Baldrige Award • On October 5, 2004, President Bush signed into law H.R. 3389, expanding the prestigious

Badan Pemeriksa KeuanganRepublik Indonesia

Baldrige Excellence and BPK:Partners in Building a World-Class Supreme Audit Institution

Growth through Investment And Trade

A USAID/GOI Project


Overview of Baldrige National Quality Program• America’s National Quality Award Program

• Established in January 1988

• Named after Malcolm Baldrige, former Secretary of Commerce

• Run by US Department of Commerce

• Public-Private Partnership

• Board of Examiners

• http://www.baldrige.nist.gov


Government Excellence is New Focus of Baldrige Award• On October 5, 2004, President Bush

signed into law H.R. 3389, expanding the prestigious Malcolm Baldrige National Quality Award Program to include federal, state, and local government; not-for-profit organizations, and quasi-public organizations.


Baldrige Program Goals

• Improve organizational performance practices, capabilities, and results

• Facilitate communication and sharing of best practices between industries

• Serve as a working tool for understanding and managing performance and for guiding organizational planning


Japan Quality Award…Based on the Baldrige Award“The Japan Quality Program is modeled after the self-assessment methods of the Malcolm Baldrige Award, which is a globally recognized de facto standard for management innovation practiced in over 60 countries in Asia, Europe, and other regions. It is one of the most advanced management innovation programs incorporating management theories with proven results worldwide.”

Japan Quality Award Assessment Criteria, 2004 Edition, p. 3


India’s Leading IT Provider Standardizes on Baldrige“The Malcolm Baldrige framework covers all aspects of the functioning of an organization. This framework provides a composite picture of the entire company and helps us compare our practices with world-class organizations. Importantly, it helps us align all

improvement initiatives in the company.”

Infosys Corporate Website, www.infosys.com


Baldrige Framework:Performance Categories

• Setting the Aim– Leadership

– Strategic Planning

– Customer Focus

• Achieving Results– Measurement, Analysis, and Knowledge

Management

– Human Resource Focus

– Process Focus


Baldrige Framework:Assessment Guidelines

• Approach

• Deployment

• Learning

• Integration


Baldrige System Overview

• Bring best practice examples

• Be interactive

• Have one exercise to let people practice working with theory


Alignment and Integration


Baldrige Criteria

• Field-tested management system for improving organizational performance

• Reflect years of intensive study of high-performing organizations

• Updated each year based on ongoing assessment and improvement effort

• International benchmark for systematic performance excellence


Criteria Example


Key Steps:Leadership

• Ensure alignment between vision and organizational capability, e.g., KKN

• Establish leadership responsibilities for measuring and improving performance

• Promote active leadership at all levels of the organization

• Fill vacant leadership positions


Key Steps:Strategic Planning• Implement systematic process for

developing and deploying strategy

• Address external and internal strategies and relationships

• Involve staff at all levels in strategic planning process


Key Steps:Customer Focus• Set clear expectations for how you

will work with major customers, e.g., DPR Commissions, Departments

• Collect, measure, and analyze customer satisfaction data

• Focus on building mutually beneficial long-term customer relationships


Key Steps: Measurement, Analysis, & Knowledge Mgmt• Measure and analyze the results of your

work and use information to improve

• Use performance feedback data to support decision making and innovation

• Capture and share lessons learned for benefit of all staff


Key Steps:Human Resource Focus• Identify and fill gaps between functional

knowledge and job requirements

• Fully utilize all available staff resources

• Develop and implement strategic human capital development plan

• Begin process of seeking civil service flexibilities for BPK


Key Steps:Process Management

• Appoint internal mentors to work with audit staff on improving methodologies

• Measure work process performance

• Follow up on all recommendations

• Smooth out seasonality of workload


Next Steps: Leadership by Example• Develop strategic planning framework• Engage staff in dialogue around vision,

mission, goals, and objectives• Appoint Category Leads• Communicate with customers,

stakeholders, and public• Lead the transformation

Documents

Baldrige Excellence and BPK: Partners in Building a World ... · New Focus of Baldrige Award • On October 5, 2004, President Bush signed into law H.R. 3389, expanding the prestigious