So You Want to Use the Baldrige Criteria?

So You Want to Use the Baldrige Criteria?

Prepared for TNCPE Customersby Dan Jordan

2009/2010 Criteria

Using the Baldrige Criteria

• Organizational Profile (Level 1 Application)

• Core Values

• Categories (Level 2 Application)

• Items and Areas to Address (Level 3 and Level 4 Applications)

Organizational Profile

Purpose• Provides an overview of your organization• Helps to better understand

– The context in which your organization operates

– Key requirements for current and future business success and sustainability

– The needs, opportunities and constraints placed on your organization’s performance management system


P.1 Organizational Description

• Key organizational characteristics

• Key Relationships


P.1 Organizational Description• P.1a Organizational Environment

– What do you do?• Product offerings – goods and services offered

– Who are you? Why do you exist? • Culture – shared set of attitudes, values• Core competencies – areas of greatest expertise

– Workforce• Distinguishing traits• Requirements

– Facilities and equipment– Regulatory environment – health, safety, accreditation,

certification, and/or registration


P.1 Organizational Description• P.1b Organizational Relationships

– Stockholders (Governance)– Customers / stakeholders

• Grouping or differentiation • Requirements

– Supply chain• Suppliers, partners, collaborators• Means of communication• Role in innovation• Supply chain requirements


P.2 Organizational Challenges• P.2a Competitive Environment

– How do you know how you stack up? (Competitors)

– What factors differentiate you from your competitors?

– Where do you get comparative and competitive data?


P.2 Organizational Challenges• P.2b Strategic Context

– Strategic challenges– Strategic advantages

• P.2c Performance Improvement System– Linked to Organizational Learning– How do you systematically improve?

(Should be data based)– Linked to assessment of maturity

(Look at Scoring Guidelines)

Strategic Advantages

• Marketplace benefits exerting a decisive influence on an organization’s likelihood of success

• Sources of current and future competitive success

• Can come from:– Core competencies– Strategically important external

resources

Force Field Examples

Obje

ctives

Benefits


Benefits

Benefits

Pressures

Pressures

Strategic Challenges

Help you achieve

your objectives

Hinder your efforts to

achieve your objectives

Governance

• System of management and controls exercised in the stewardship of your organization

• Ensures: – accountability to stakeholders, – transparency of operations, – fair treatment of all stakeholders

• Includes the performance evaluation of senior leaders and members of the governance board

Core Values

• Visionary Leadership• Customer-Driven Excell

ence• Organizational & Perso

nal Learning• Valuing Workforce Mem

bers and Partners• Agility

• Focus on the Future• Managing for Innovation• Management by Fact• Societal Responsibility• Focus on Results and C

reating Value• Systems Perspective

Visionary Leadership

• Set directions• Create customer value• Create clear and visible values• Create high expectations• Personal involvement with workforce

– Inspire, Motivate, Encourage– To contribute, develop and learn, be

innovative

• Serve as role models

Customer-Driven Excellence

• Know what contributes value to customers– Product & service features and characteristics– Modes of customer access

• Look at current and future components– How? Market surveys, focus groups, periodicals, customers

of customers

• Understand factors that may influence customer overall experience (face of the organization)

• Recovering from defects• Features and characteristics that differentiate from

competitors• Directed toward customer retention, loyalty, market

share gain, and growth

Value

• Perceived worth of a product, service, process, asset, or function relative to cost and to possible alternatives

• Relative worth, utility, or importance

Organizational & Personal Learning

• Well-executed approach – includes sharing knowledge via systematic processes

• Includes continuous improvement and significant change

• Embedded– Regular part of daily work– Practiced at all levels– Results in solving root cause– Build and share knowledge– Driven by opportunities to effect significant

meaningful change

Organizational & Personal Learning

• Depends on having opportunities for personal learning and developing and practicing new skills

• Directed toward– Better products and services– Being a more responsive organization– Being more adaptive– Being more innovative– Being more efficient

Valuing Workforce Members & Partners

• Valuing people means– Committing to engagement– Satisfaction– Development– Well-being

• Partners (Internal and External)– Established to better accomplish overall goals– Blending of core competencies or leadership capabilities– Develop longer term objectives– Address key requirements for success

• Regular communication• Approach to evaluate progress• Means for adapting to change

Engagement

• Commitment, both emotional and intellectual, to accomplishing the work, mission, and vision of the organization

• Engaged workforce find personal meaning and motivation in their work and receive positive interpersonal and workplace support

Agility

• Capacity for rapid change and flexibility

• Cycles for introduction of new / improved products and services

• Vital asset: cross-trained and empowered workforce

Empowered

Giving people the knowledge, authority and responsibility to make decisions and take actions to create desired results

Accountability

Knowledge

Resp

on

sib

ilit

y

Results

Focus on the Future

• Understanding of short- and longer-term factors that affect organization and marketplace

• Requires strong future orientation

• Requires willingness to make long-term commitments to key stakeholders

Focus on the Future

• Included in planning – anticipate customer expectations, new business opportunities, workforce needs, technological development, new business models

• Strategic objectives and resource allocations needed to allow for future influences

Focus on the Future

• Includes– Developing leaders, workforce, and

suppliers– Accomplishing effective succession

planning– Creating opportunities for innovation– Anticipating public responsibilities and

concerns

Managing for Innovation

• Meaningful change to improve– Products,

– Services,

– Programs,

– Processes,

– Operations, and

– Business model to create new value for stakeholders

• Part of learning culture

• Integrated into daily work

• Supported by performance improvement system

• Builds on accumulated knowledge of organization and its people

Innovation

• Making meaningful change to improve products, programs, services, processes or organizational effectiveness and to create new value for stakeholders

• Involves the adoption of an idea, process, technology, or product that is either new or new to its proposed application

Management by Fact (1)

• Measurements– Derived from business need and

strategy– Provide critical data and information

about key processes, outputs and results

– Needed for performance management– Data should be segmented to facilitate

analysis


• Analysis– Extract larger meaning from data and

information– Uses data to determine trends, projections,

and cause and effect– Supports

• Planning• Review of overall performance• Improving operations• Accomplishing change management• Comparing performance with competitors’

or “best practice” benchmarks


• Measures– Best represent factors that lead to

improved customer, operational, financial, and critical performance

– Comprehensive set tied to customer and organizational performance requirements

• Provides clear basis for aligning all processes with goals

Performance Management

• Involves consolidation of data from various sources; asking questions about, and analysis of the data; and putting the results into practice

• Continuous and real-time reviews help to identify and eliminate problems before they grow.

Definition of BPM from Wikipedia

Societal Responsibility (1)

• Stresses– Responsibilities to public – Ethical behavior– The need to practice good citizenship

• Leaders are role models• Protection of health, safety and

environment. Includes:– Operations– Life cycle of products and services


• Stresses conservation of resources

• Planning should anticipate adverse impacts from products, distribution, transportation, use and disposal

• Local, state, and federal laws and regulations treated as opportunities for improvement beyond mere compliance


• Good citizenship– Leadership and support of publicly important

purposes

– Examples:• Improve education and healthcare in community

• Pursue environmental excellence

• Practice resource conservation

• Perform community service

• Improve business and industry practices

• Share nonproprietary information

– Influences other organizations to partner for these purposes

Ethical Behavior

• How an organization ensures that all decisions, actions, and stakeholder interactions conform to moral and professional principles

• Principles distinguish right from wrong

Focus on Results and Creating Value

• Results used to create and balance value for key stakeholders

• Builds loyalty• Contributes to growing the economy• Strategy explicitly should include key

stakeholder requirements• Use a balanced composite of

leading and lagging performance measures

What is Valued and Measured

Process

8

4

Product

Undesired Desired

7

3

6 5

2 1

How What Why

Priorities

For Customer

For Producer

Outcome

Balance Your Balanced ScorecardRobin Lawton, Quality Progress,

March, 2002. pp.66 - 71

Customer Desired

OutcomesValue add (Loyalty, Referrals)Cust Satisfaction

Customer Undesired Outcomes

ComplaintsLost orders

Product/Service Attributes

Product performanceCustomer specsProcess

Characteristics Customer

Perspective

Delivery reliabilityAccessibility

Producer Desired

OutcomesEFOMarket shareSales

Producer Undesired Outcomes to Avoid

WasteLoss of customersFinancial lossHigh turnover

Product Attributes Producer Perspective

Cost to produceMeets Technical specificationsEase of distribution

Process Characteristics

Producers Perspective

VariabilityProductivity% First PassNPV New products

Systems Perspective (1)

• Successful management of overall performance requires synthesis, alignment, and integration


• Synthesis– Looking at the organization as a

whole, building on key business requirements including core competencies, strategic objectives, actions plans, and work systems


• Alignment– Key linkages between key

processes• Leadership• Planning• Customer Focus• Information Management• Workforce Focus• Process Management• Results


• Integration– Individual components of

performance management system operate in a fully interconnected manner and deliver anticipated results

Categories

1 - Leadership

2 - Strategic Planning

3 - Customer Focus

4 - Information and Knowledge Management

5 - Human Resource Focus

6 - Process Management

7 - Results

Items (1)1.1 Senior Leadership

1.2 Governance and Societal Responsibility

2.1 Strategy Development

2.2 Strategy Deployment

3.1 Customer Engagement

3.2 Voice of the Customer

4.1 Measurement, Analysis, and Improvement of Organizational Performance

4.2 Management of Information, Knowledge and Information Technology

Items (2)

5.1 Workforce Engagement

5.2 Workforce Environment

6.1 Work Systems

6.2 Work Processes

7.1 Product and Service Outcomes

7.2 Customer-Focused Outcomes

7.3 Financial and Market Outcomes

7.4 Workforce-Focused Outcomes

7.5 Process Effectiveness Outcomes

7.6 Leadership Outcomes

1 - Leadership

• Senior leaders personal action guide and sustain the organization

• Organization’s governance

• Organization addresses ethical, legal, and societal responsibilities

1.1 – Senior Leadership

• For the organization– Guide– Sustain

• Communication with workforce– What are you communicating?– How are you communicating?

• Encourage high performance

High-performance Work - 1

• Work processes used to– Systematically pursue ever-higher

levels of overall performance (organizational and personal)

– Includes quality, productivity, innovation rate, cycle time performance

• Focuses on workforce engagement


• May include empowerment of people (self-directed responsibility)– Individual and organizational skill building and

learning– Learning from other organizations– Flexibility in job design and work assignments– Seeks to align or integrate organization

structure, core competencies, work, jobs, workforce development and performance management.

1.2 - Governance and Societal Responsibility

• Governance System

• Responsibilities to public

• Ensure ethical behavior

• Practice good citizenship

Guide

• What does guide mean?– Direct, or influence usually to a

particular end

• What do you have to have in order to guide?– Vision, Road map– Share it– Make it real.

Sustain• Ability to address business needs• Agility and strategic management to prepare for the

future• Considers:

– Workforce capability (knowledge, skills, abilities and competencies)

– Workforce capacity (Ability to ensure sufficient staffing levels)– Core competencies (areas of greatest expertise)– Work systems (how work of the organization is accomplished) – Resource availability – Facilities– Technology – Equipment– Knowledge

Governance

• Stewardship of the organization

• Ensures:– Accountability to

owners/shareholders

– Transparency of operations

– Fair treatment of all stakeholders

Responsibilities to the Public

• Stress conservation of resources


• Local, state, and federal laws and regulations treated as opportunities for improvement beyond mere compliance

Good Citizenship

• Leadership and support of publicly important purposes

• Examples:– Improve education and healthcare in community– Pursue environmental excellence– Practice resource conservation– Perform community service– Improve business and industry practices– Share nonproprietary information– Influences other organizations to

partner for these purposes

Legal Responsibility

• Compliance to all local, state, and federal laws and regulatory requirements

• Treat requirements as opportunities for improvement beyond compliance

Societal Responsibility


• Leadership and support of publicly important purposes, e.g.:– Improve education and healthcare in community

– Pursue environmental excellence

– Practice resource conservation

– Perform community service

– Improve business and industry practices

– Share nonproprietary information

• Influences other organizations to partner for these purposes.

2 – Strategic Planning

• Three key aspects of organizational excellence important to strategic planning– Customer-driven quality is a strategic view of

quality– Operational performance improvements and

innovation – short- and longer-term productivity

– Organizational and personal learning – alignment of work processes and learning initiatives


• A well crafted strategic plan provides a roadmap for success and the framework for clear communication of what is important


• How the organization develops strategic objectives and action plans (Does not imply the need for formal planning systems or specific planning cycles)

• How strategic objectives and action plans are deployed

• How strategic objectives and action plans are changed

• How progress is measured.

2.1 – Strategy Development

• Process for developing strategic plan• Determine core competencies,

strategic challenges and strategic advantages

• Establish strategy and strategic objectives

• Summary of key strategic objectives and related goals

Core Competencies

• Areas of greatest expertise

• Strategically important capabilities that provide an advantage in market-place or service environment

• Frequently challenging for competitors or suppliers to imitate


• Pressures that are an unmistakable influence on an organization’s likelihood of future success

• External– Customer or market needs or expectations

– Product, service, or technological changes

– Financial, societal, and other risks or needs

• Internal– Organizational capabilities

– Human and other resources


• Marketplace benefits exerting an unmistakable influence on an organization’s likelihood of success

• Sources of current and future competitive success

• Can come from:– Core competencies– Strategically important external resources

Force Field Examples

Obje

ctives

Benefits


Benefits

Benefits

Pressures

Pressures


Help you achieve

your objectives

Hinder your efforts to

achieve your objectives

Goals

• Performance level

• Short- and longer-term

• Ends that guide actions

• Quantitative are called targets

• Stretch goals refer to major or breakthrough improvements

Strategic Objectives

• Responses to address major change or improvement, competitiveness and business advantages

• Focused on– External and internal issues, – Significant customer, market, product, service,

or technological opportunities and challenges

• Broadly – what an organization must achieve to remain or become competitive and ensure long-term sustainability.

2.2 – Strategy Deployment

• Convert strategic objectives into action plans

• Summarize action plans and key related performance measures or indicators

• Project organization’s future performance relative to comparisons

Action Plan

• Include details of resource commitments and time horizons for accomplishment

• Used in deploying strategic objectives and creating organization-wide understanding

• Includes creating aligned measures for all departments and units

Summarize Action Plans and Key Performance Measures

• What do you have to have in place to respond to this?– Project Management Plan– Steps to achieve (activities)– Means of measuring progress

• On activities• On results

– Goals

Projections and Comparisons

• Intended to improve organization’s ability to– Understand and track changing,

competitive performance factors

• Enable organization to compare rate of improvement and change relative to competitors

• Key diagnostic management tool

Considerations

• What must you consider when defining key performance measures for action plans in order to make key comparisons?– They are related to goals– They are related to measures of

importance to customers and other key stakeholders

3 – Customer Focus

• How organization engages customers

• How you build a customer-focused culture

• How you listen to the voice of the customer

• How you use information to improve and identify opportunities for innovation

Voice of the Customer

• Process for capturing customer-related information– Requirements

– Expectations

– Desires

• Includes gathering and integrating customer data (affecting purchasing decisions)– Surveys

– Focus groups

– Warranty data

– Complaints

Innovation

Making meaningful change to improve products, programs, services, processes or organizational effectiveness and to create new value for stakeholders

Involves the adoption of an idea, process, technology, or product that is either new or new to its proposed application

3.1 – Customer Engagement

• Identify and design products to meet customer and market– Requirements– Expectations

• Define processes to support use of your products and provide access the organization

• Create a customer-focused culture

Customer Engagement

• Customers’ commitment to your brand and product offerings

• Based on your ability to serve customers’ needs and build relationships

• Includes customers’– Loyalty– Retention– Willingness to do business– Willingness to refer others to you

3.2 – Voice of the Customer

• Get information you can use (Listen)– Help manage key product, service and

business processes– Help determine cost and revenue implications

for setting improvement goals and priorities for change

• Obtain customer satisfaction and dissatisfaction data

• Determine for customers and markets– Requirements– Expectations

Define process

requirements

What’s it worth?

Customer Satisfaction and Dissatisfaction

• Satisfaction– Requirements– Needs– Expectations– Preferences

• Dissatisfaction– Complaints– Win/loss analysis

4 – Measurement, Analysis, and Knowledge Management

• Measurement– Numerical information that quantifies

outcomes

• Analysis– Examination of facts and data to provide a

basis for effective decisions

• Knowledge– Accumulated intellectual resources of the

organization (what you know and what you have learned)

4 – Measurement, Analysis, and Knowledge Management

• Data, information and knowledge assets– Select– Gather– Analyze– Manage– Improve

• Review performance• Use the review to improve performance• Manage information technology.

4.1 – Measurement, Analysis, and Improvement of Organizational Performance

• Measure performance– Are you measuring the right things?

• Aligned with mission, strategy, values, and behavior

– Are you measuring the right things right?

• Demonstrate improvement

– So what?• Numerically define the meaning of success


• Examine facts and data to provide a basis for effective decisions

• Involves gaining a deeper understanding of data and information

• Used to support– Evaluation– Decision making– Improvement– Innovation

Types of Analyses (Examples)

• Correlate product and service improvements with key customer indicators (satisfaction, retention, market share)

• Financial benefits derived from improvements in workforce safety, absenteeism and turnover

• Relationships among product and service performance indicators and financial indicators such as operating costs, revenues, asset utilization, and value added per employee.


• Regular review of organizational performance against an objective or objectives– Internal– Comparative data– “Best practices” and performance from benchmarking

• Translate review findings into priorities for continuous and breakthrough improvement– Using a systematic, fact-based evaluation and improvement

process (Plan, Do, Check, Act or similar)

• Involves sharing opportunities with– Workforce– Suppliers– Collaborators– Partners.

4.2 – Management of Information, Knowledge, and Information Technology

• Right information or is it just data?• Quality of information

– Accurate– Integrity– Timely– Security and Confidentiality

• Availability/accessible to the right resources– Workforce– Suppliers– Partners– Collaborators– Customers


• Organizational knowledge – that is needed to– Do the work– Improve processes, products, services– Keep current with changing business needs

and directions– Develop innovative solutions

• Collection of what you know and what you have learned as an organization


• Collection and transfer of knowledge between– Workforce– Customers– Suppliers– Partners– Collaborators

• Identification and sharing of best practices

• Information for strategic planning.


• Software– Value add– Ease of use– Integration

• Infrastructure– Hardware

• Reliability• Security• Ease of use

– Connectivity• Availability• Reliability• Security

5 – Workforce Focus

• Addresses key workforce practices• Objective is to utilize workforce potential

aligned with:– Overall mission– Strategy– Action plans

• How do you– Engage the workforce– Manage the workforce (work/job design) – Develop the workforce (training, education,

experience)

5 – Workforce Focus

• How do you assess – Workforce capability– Workforce capacity

• How do you build workforce environment conducive to high performance.










5.1–Workforce Engagement (1)

• How do you achieve high performance by– Engaging your workforce– Compensating your workforce– Rewarding your workforce

• How do you develop your workforce, including leaders, to achieve high performance

5.1 - Workforce Engagement (2)

• How do you assess to what extent the workforce is committed to the organization (engaged)

• How do you use the results of the assessment to achieve higher performance – Relationship of assessment findings to

key business results

5.2 – Workforce Environment

• Management of workforce capability

• Management of workforce capacity

• How organization maintains a safe, secure and supportive work climate.

Workforce Engagement

• Commitment of the workforce (emotional and intellectual) to accomplishing the work, mission and vision

• Engaged workers – Find personal meaning and motivation in the work– Receive positive interpersonal and workplace

support

• Key Factors– Training and career development– Effective recognition and reward systems– Family friendliness.

Workforce Capability

• Ability to accomplish work processes through– Knowledge– Skills– Abilities– Competencies

• Capability may include ability to – Build and sustain relationships with customers– Innovate and transition to new technologies– Develop new products, services and work

processes– Meet changing business, market and regulatory

demands.

Workforce Capacity

• Ability to ensure sufficient staffing levels to execute work processes and successfully deliver products and services

• Includes ability to meet seasonal and varying demand levels










Empowered

Giving people the knowledge, authority and responsibility to make decisions and take actions to create desired results

Accountability

Knowledge

Resp

on

sib

ilit

y

Results

6 – Process Management

• Work systems design and implementation

• Key process design, management and improvement

• Readiness for emergencies.For work systems to deliver customer value and achieve organizational success and

sustainability

6.1 – Work Systems

• How you design work systems

• How you determine key processes

• For what end?– Deliver customer value– Prepare for potential emergencies– Achieve organizational success– Achieve organizational sustainability.

6.2 – Work Processes

• For work processes, how you– Design key work processes– Implement or put into place key work processes to

meet design requirements– Manage or operate day-to-day to ensure

requirements are met• Incorporation of input from customers, suppliers, partners,

and collaborators• Key measures used

– Improve key work processes• Better performance• Reduced variability• Share learnings

Includes support processes

Work Systems

• How the work of organization is accomplished

• Involves (Supply Chain)– Workforce– Key suppliers and partners– Contractors– Collaborators

• Blend the internal work processes of the organization with those resources outside the organization to develop, produce, and deliver products

7 – Results (1)

• Results indicators can be leading and/or lagging– Lagging indicators focus on the past. (Financial

measures are most familiar)– Leading indicators can predict the outcome of lagging

indicators• Example: Process performance measures (Temperature,

throughput, cycle time) can predict the product outcome (specification, characteristics, etc.)

• Knowing which indicators are leading and which are lagging can help an organization analyze cause and effect relationships– Example: Relating your workforce engagement

findings to key business results (cause and effect)

7 – Results (2)

• Performance and improvement in all key areas– Product and service outcomes– Customer-focused outcomes– Financial and market outcomes– Workforce-focused outcomes – Process-effectiveness outcomes – Leadership outcomes

• Examined relative to competitors and/or other organizations providing similar products or services

7.1 – Product and Service Outcomes

• Key product, program and service features• Information gathered from customers using

processes defined in Item 3.1 and 3.2• Measures address factors that affect customer

preference usually noted in Organizational Profile (P.1)

• Segmentation by– Product and service types and groups– Customer groups– Market segments

• Appropriate comparative data.

7.2 – Customer-Focused Outcomes (1)

• Customer Satisfaction and Dissatisfaction• Information gathered from customers using

processes defined in Item 3.2• Data could include:

– Retention, gains, and customer losses– Complaints and complaint management– Warranty claims– Customer-perceived value based on quality and price– Customer assessment of access and ease of use– Awards and ratings– Recognition from customers

7.2 – Customer-Focused Outcomes (2)

• Segmentation by– Product and service types and groups– Customer groups– Market segments

• Appropriate comparative data

7.3 – Financial and Market Outcomes (1)

• Aim is to understand your financial sustainability and marketplace challenges and opportunities

• Measures are those usually tracked by senior leaders and reported in 4.1 and financial management approaches described in 2.2

7.3 – Financial and Market Outcomes (2)

• Aggregate measures on financial return might include:– Return on investment– Operating margins– Profitability

• Measures of financial viability might include:– Liquidity– Debt-to-equity ratio– Days cash on hand– Asset utilization– Cash flow

• Segmentation by customer or market segments

• Appropriate comparative data.

7.4 – Workforce-Focused Outcomes (1)

• Aim is to demonstrate how well you have been creating and maintaining a productive, engaging, and caring work environment

• Results address:– Processes described in Category 5– Key work process needs described in

Category 6– Human resource plans described in Item 2.2


• Measures for workforce engagement and satisfaction might include:– Improvement in local decision making– Organizational culture (e.g. extent and success of self-

direction)– Workforce and leader development (effectiveness, not

just extent)

• Outcome measures might be:– Increased workforce retention resulting from

establishing a peer recognition program, or– The number of promotions resulting from leadership

development program– Both reflect cause and effect


• Generic factors might include:– Safety– Absenteeism– Turnover– Satisfaction– Complaints (grievances)

• Local or regional comparisons appropriate


• Organization-specific factors– Extent of training, re-training, or cross-

training to meet capability and capacity needs

– Extent of self-direction– Extent of volunteer involvement in

process activities

7.5 – Process Effectiveness Outcomes (1)

• Aim is to achieve work system and work process effectiveness and efficiency

• Results address key operational requirements presented in Item 6.1 and 6.2

• Measures track key processes and operational improvement

• Results should provide:– Key information for analysis and review of organizational

performance (Item 4.1)– Explanation for product and service outcomes (Item 7.1),

customer-focused outcomes (Item 7.2), and financial and market outcomes (Item 7.3) (cause and effect – process outcomes should influence outcomes in 7.1, 7.2, and 7.3)


• Measures for work system performance might include:– Just-in-time delivery– Acceptance results for externally provided

products, services, processes– Supplier and partner performance– Product, service, and work system innovation

rates and results– Response times for emergency drills or

exercises– Results for contingency exercises


• Measures for process effectiveness and efficiency might include:– Performance that demonstrates improved cost savings

or higher productivity (Could be linked to Six Sigma initiative results)

– Internal responsiveness indicators (cycle times, production flexibility, lead times, set-up times, time to market)

– Improvements in support processes– Reduced emission levels,– Waste stream reductions– Recycling

7.6 – Leadership Outcomes (1)

• Aim is to maintain a fiscally sound, ethical organization that is a good citizen in its community

• Results related to accomplishment of strategy and action plans linked to:– Strategic objectives and goals - Item 2.1b(1)– Key action plan performance measures – Item

2.2a(6) – Performance projections or key action plan

performance measures – Item 2.2b


• Measures for ethical behavior (Item 1.2 Note 4) might include:– Percentage of independent board

members– Instances of ethical conduct breaches and

responses– Survey results on workforce perceptions

of organization ethics– Ethics hotline use– Results of ethics reviews and audits


• Measures of fiscal accountability might include:– Financial statement issues and risks– Internal and external auditor recommendations and

responses

• Measures of regulatory and legal compliance related to Item 1.2b (1)

• Measures of organizational citizenship should support key communities discussed in Item 1.2c and might include:– Efforts to strengthen local community services– Performing community service– Improving industry and business practices

Documents

So You Want to Use the Baldrige Criteria?