The baldrige framework for performance excellence

Presented as part of our reporting

1. PRESENTED BY
Kent GinthoneP. Nasarondo
Renz Lim
Jay LestairBeti-an

2. StartedwhenU.S.recognizedthatproductivitywasdeclining
PresidentReagansignedLegislationmandatingastudyorconferenceon
productivityinOctober1982.
ResultofconferencerecommendedthatthereshouldbeaNational
QualityAward,similartotheDemingPrizewhichhasbeengiveninJapan
since1951,tobeawardedannuallytothosefirmsthatsuccessfully
challengeandmeettheawardrequirements.

3. TheMalcolmBaldridgeNationalQualityImprovementActwassignedinto
Law(PublicLaw100-107)onAugust20,1987.
Thefocusoftheprogramwasdefinedasfollows:
HelpingtoStimulateAmericanCompaniestoimprovequalityand
productivity
Recognizingtheachievementsofthosecompaniesthatimprovethe
qualityoftheirgoodsandservicesprovidinganexamplestoothers
Establishingguidelinesandcriteriathatcanbeusedbybusiness,
industrial,governmentalandotherenterprisesunevaluatingtheirown
qualityimprovementefforts
ProvidingspecificguidanceforotherAmericanEnterprise

4. TheMalcolmBaldridgeNationalQualityImprovementActwassignedinto
Law(PublicLaw100-107)onAugust20,1987
TheawardwasnamedTheMalcolmBaldridgeNationalQualityAward
ItscategoriesexpandedinNon-ProfitEducationandHealthCarein1999as
approvedbytheCongress
ExpandedawardcategoryinothertypesofNon-Profitsectorsin2007.
AwardevolvedintoaComprehensiveNationalQualityProgram
In2010,viaactofCongress,theProgramchangeditsnametoTheBaldrige
PerformanceExcellenceProgram.

5. Excellence,designedtoencouragecompaniestoenhancetheir
competitivenessthroughanalignedapproachtoorganizationalperformance
managementthatresultsin:
Deliveryofever-improvingvalueofcustomers,resultinginimproved
marketplacesuccess
Improvementofoverallcompanyperformanceandcapabilities
OrganizationalandPersonalLearning

6. Malcolm Baldridge Award Recipients
Manufacturing
Motorola, Inc. (1988)
Sunny Fresh Food, Inc. (2005)
Small Business
Stoner, Inc. (2003)
MESA Products, Inc. (2012)
Service
Federal Express (FedEx) (1990)
Xerox Business Services (1997)
Education
Pearl River School District (2001)
Health Care
Saint Luke’s Hospital in Kansas City (2003)

7. 1.Leadership-signifies critical importance of leadership to business success
Senior Leadership
Governance and Social Responsibilities
2.Strategic Planning-examines how an organization develops strategic objectives & action plans
Strategy Development
Strategy Implementation
3.Customer Focus-examines how organization engages its customers for long term marketplace
success and builds a customer-focused culture.
Voice of the Consumer
Customer Engagement
4.Measurements, Analysis and Knowledge Management-this is positioned as the foundation for
all other categories in the systems framework
Measurement, Analysis, and Improvement
Management of Information, Knowledge and Information Technology

8. 5.WorkforceFocus-howanorganizationbuildaneffectiveandsupportive
workforceenvironment
WorkforceEnvironment
WorkforceEngagement
6.OperationFocus-examineshoworganizationdesigns,manages,andimprovesit
worksystemsandworkprocesses.
WorkSystems
WorkProcesses
7.Results-thisexaminestheorganization’sperformanceandimprovementinitskey
businessareas:customersatisfaction,financialandmarketplaceperformance,human
resources,supplierandpartnerperformance,operationalperformance,and
governanceandsocialresponsibility.Thecategoryalsoexamineshowtheorganization
performsrelativetocompetitors.

10. Visionary Leadership
Customer-Driven Experience
Organizational and Personal Learning
Valuing Work Members and Partners
Agility
Focus on the Future
Managing for Innovation
Management by Fact
Societal Responsibility
Focus on Results and Creating Value
System Perspective

12. InitialsetofCriteriain1988had
62itemswith278areasto
address.
In1997,amoregenericanduser
friendlywhichresultedin20
itemsand30areastoaddress.
In1999,theCriteriawere
rewordedinaquestionformat
thatmanagerscaneasily
understand.
Themostsignificantchangesin
thecriteriareflectthematurity
ofbusinesspracticesandtotal
qualityapproaches.Example

13. Organization that apply for the Award submit a 50-page application responding to the questions in the
Criteria (Leadership, Strategic Planning, Customer Focus, etc)
Evaluation and Selection Process is rigorous and designed to be objective and immune to political
pressures.
1
st
stage, each application is thoroughly reviewed by approximately 7 examiners
The 6 categories in the criteria focuses and is evaluated on 4 factors:
Approach
Deployment
Learning
Integration
The category 7 (Results) evaluates through an organization’s outputs and inputs. The factors include:
Current Performance Level
The Rate and Breadth of Performance Improvement
The Extent to which they address customer, product, market, process, and action plan performance
requirements.

14. Thentheexaminerteamtallyallthescoresanddiscussesaboutindividualcomments.
NationalPanelofJudgesthenselectstheapplicantsthattheybelievehavethepotentialtobea
recipientforsitevisits.
Sitevisitisconductedandverificationofinformation.
AllparticipantsreceivesfeedbackreportthatcriticallyevaluatestheCompany’sstrengthsand
areasofImprovementalongwiththedistributionofnumericalscoresofallapplicants.

15. Highly-regardedasrolemodelsforothers
TheirCharacteristicsthatDistinguishesthemfromotherOrganizationarethefollowing:
AchievementinResults-attainedsignificantresultsacrossalldifferentareasor
categories.
EntrepreneurshipandInnovation-providingofproductsandservicesthatleadtheir
marketplace.
Agility-strategicindecisionmakingandintheirabilitytoadjuststrategy.
GovernanceandLeadershipMetrics-providingthemselveswithsoundguidancelikethe
conductingofevaluationtomeasuretheperformanceoftheirleadershipand
governance.
WorkSystemsandWorkProcesses-Understandingtheirwork.

16. Creationofthenationalandinternationalstandard
forperformanceexcellence
Producedrolemodels
Sharedbestmanagementpractices
Generatedawardprograms
RaisedU.S.competitiveness
Establishedoutreachandeducationsystems

17. European Quality Award ( 1991)
Canadian Award for Business Excellence
Australian Business Excellence Award
Quality Awards in China

18. -Philippine Quality Award Program or PQA exist where it is awarded for recognizing Filipino
Businesses for Excellence in Applying the Principles of Total Quality Management where it was
headed by the Former President Fidel V. Ramos in response to growing challenges of
Globalization.
-It was also adapted from the Baldridge Excellence Program but having different kind of grading
system in its criteria
The applicant must comply these criteria:
Management (45 pts.)
Planning (35 pts.)
Customer Focus (35 pts.)
Measurement and Data Management (35 pts.)
Workforce Focus (35 pts.)
Operations Focus (35 pts.)
Business Results (180 pts.)

19. Baldrige focuses on
performance excellence for the
entire organization in overall
management framework,
identifying and tracking
important organization results.

20. ISO 9000 Framework
ISO focuses in product and
service conformity for
guaranteeing equity in the
marketplace and concentrates
on fixing quality system
problems and product and
service nonconformities

21. Six Sigma Framework
Six Sigma focuses on measuring
product quality and driving
process improvement and cost
savings throughout the
organization.

22. Even each offers a different emphasis in helping organizations
but it all end up with two very main objectives which are:
To improve the performance of the Organization/s
Increase Customer Satisfaction

23. Chapter 10, The Baldrige Framework for Performance Excellence, page
521-547
https://en.wikipedia.org/wiki/Philippine_Quality_Award
pacweb.alamo.edu/FacultyDev/pdf/Staff_files/ppt/Introduction%20to%2
0Baldrige-EDD%20v2.pptx
www.nist.gov/baldrige.