2012 2011

Malcolm Baldrige National Quality Award

Why Apply?

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

Why Apply for the Baldrige Award?

To improve performance and achieve world-class results To seek the most cost-effective, value-added business audit available anywhere To objectively clarify your organizations strengths and weaknesses

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

What Its All about

The road to greatness in America has been, and always will be, traveled by those who embrace change and work hard every day to be the best; the organizations we honor today with the Baldrige National Quality Award exemplify that spirit. . . . This years recipients have shown how quality, innovation, and an unending quest for excellence help strengthen our nation and brighten the future of all Americans. President Barack Obama
Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

What Leading Thinkers Say

I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking disciplined action to create great organizations that produce exceptional results.
Jim Collins, author of Good to Great: Why Some Companies Make the Leap and Others Dont

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

Benefits of Applying

Accelerate improvement efforts Energize employees and improve morale Gain an outside perspective Learn from the feedback Engage customers

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

Benefits of Applying

Align efforts and resources Develop an integrated management approach Focus on results Enhance benefits of certification and accreditation efforts Gain an opportunity to become a national role model Earn the prestige of being a presidential award recipient, if selected

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

The Feedback Report: Your Greatest Benefit

Written assessment of strengths/ opportunities for improvement Compiled by a team of expert examiners The report includes a key themes summary organization-specific comments individualized scoring information scoring distribution

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

2011 Baldrige Award Applicants by Process Scoring Band

Band
0150

Band Number
1

% Applicants in Band (based on Consensus Review scores)

6%

151200
201260

2
3

4%
31% 38% 19% 2% 0 0

261320
321370 371430 431480 481550
Baldrige Performance Excellence Program | www.nist.gov/baldrige

4
5 6 7 8

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2011 Baldrige Award Applicants by Results Scoring Band

Band
0-125

Band % Applicants in Band Number (based on Consensus Review scores)

1 6%

126-170
171-210

2
3

4%
31% 38% 19% 2% 0 0

211-255
256-300 301-345 346-390 391-450
Baldrige Performance Excellence Program | www.nist.gov/baldrige

4
5 6 7 8

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Scoring for Award Applicants, 19882007

BAND 0-125 126-250 251-400 401-600 601-750 751-875 876-1000 BAND* 0-250 251-350 351-450 451-550 551-650 651-750 751-875 876-1000

Percentage of Applicants in Scoring Band by Year

1988/89 1990 1991 1992 1993 0 0 2.8 0 2 1 7.2 13.2 12 8 9 18.6 35.8 30 24 43 52.6 34 40 47 33 19.6 14.2 18 19 14 2.1 0 0 0 0 0 0 0 0 1995 6 15 11 32 30 6 0 0 1996 1997 1998 1999 3 4 3 13 7 19 22 23 14 15 33 29 41 27 17 25 31 35 22 10 3 0 3 0 0 0 0 0 0 0 0 0 2006 1 13 41 30 13 1 0 0 2007 11 27 31 25 6 0 0 0 1994 2 10 28 50 10 0 0 2000 2001 2002 2003 12 11 10 17 27 16 23 27 14 16 37 27 31 41 18 22 14 16 12 7 2 0 0 0 0 0 0 0 0 0 0 0

BAND* 2004 2005 0-275 3 5 276-375 22 17 376-475 40 34 476-575 20 28 576-675 15 14 676-775 0 2 776-875 0 0 876-1000 0 0 * Scoring bands revised.
Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

2011 Median Scoring Ranges

Consensus Review Scores
Median for All 2011 Applicants
Item 1.1 Item 7.5 Item 7.4 Item 7.3 Item 1.2 Item 2.1 Item 2.2

Item 7.2

Item 3.1

Item 7.1

Item 3.2

Item 6.2 Item 6.1 Item 4.2

Item 4.1

Item 5.2

Item 5.1

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

Baldrige and Other Performance Management Systems

ISO 9001:2008 Health care accreditation, such as the Joint Commission Education accreditation, such as the North Central Association of Colleges and Schools Basic difference: Excellent performance versus minimum required performance

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

How Is Baldrige Different?

Offers an overall systems framework Focuses on results in all areas Focuses on the futurea strategic view Includes organizational and personal learning and knowledge sharing Includes corporate governance, ethics, societal responsibility, and sustainability Provides a public service in the national interest

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

What Manufacturing Leaders Say

The Baldrige opportunity, on its own, was a way for us to get a very disciplined, external perspective, an examination of our business, of how we manage our business. Thats a very valuable thing. I cant imagine what youd have to pay a consultant to do that. Its been a terrific journey. Patrick McGinnis, president and CEO of 2010 Baldrige Award recipient Nestl Purina Pet Care Co.

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

Baldrige, ISO 9001:2008, and Six Sigma

May compete for the same resources Serve different but compatible purposes ISO 9001:2008 and Six Sigma represent a fraction of the performance management system in the Baldrige Criteria

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

What Health Care Leaders Say

These are very tough economic times. Not only are we still dealing with very high unemployment and increasing percentages of uninsured, but theres health care reform to get ready for. And in spite of all these challenges, we have just closed the books in 2010 on the best year in Good Samaritans history. We had our best financial performance, our best health outcomes, our best patient satisfaction, and our best associate satisfaction. David Fox, president of 2010 Baldrige Award recipient Advocate Good Samaritan Hospital
Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

Baldrige and Joint Commission Similarities

Focus on continuous improvement Are based on a set of core values Offer a means for self-assessment

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

Baldrige and Joint Commission Differences

Joint Commission Baldrige Focuses on patient care Overall organizational focus, including focus on Establishes minimum patients standards for accreditation Role-model performance Considers individual Focuses on individual factors factors and strategic challenges and advantages

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

What Education Leaders Say

What weve done [with Baldrige] is put together a string of wins based on continuous improvement, and its changed the way we look at children, changed our expectations, changed the way that we look at outcomes, helped us look higher, changed the way that we keep track of data. Its not testing; its measurement, measurement to improvement. Dr. Jerry Weast, former superintendent of 2010 Baldrige Award recipient Montgomery County Public Schools, Maryland
Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

Baldrige and NCA

NCA CASI has adopted Baldrige-compatible criteria as the basis of its new district and school accreditation frameworks. The NCA Higher Learning Commission has created the Academic Quality Improvement Project to infuse quality into colleges and universities.

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

What Nonprofit Leaders Say

We [adopted the Baldrige Criteria] in order to become the best organization we can possibly be and provide the best products and support we can. Dr. Joseph A. Lannon, director of U.S. Army Armament Research, Development and Engineering Center (ARDEC), a 2007 Baldrige Award recipient

Baldrige Performance Excellence Program | www.nist.gov/baldrige

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The Bottom Line: Results

Improved outcomes for products, services, and processes

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

The Bottom Line: Results

Improved customer satisfaction, engagement, and loyalty

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

The Bottom Line: Results

Greater workforce productivity, engagement, and achievement

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

What Service Business Leaders Say

Embedding Baldrige was crucial to our shaping Premier successfully It is very true that the Criteria, not being prescriptive, apply to all kinds of organizations in all kinds of situations. Richard A. Norling, president and CEO of Premier Inc., a 2006 Baldrige Award recipient

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

The Bottom Line: Results

Lowered costs Increased revenue

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

The Bottom Line: Results

Increased market share

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

What Small Business Leaders Say

If I were in charge of the world, all organizations in America would adopt the Baldrige Criteria and pursue the Malcolm Baldrige National Quality Award. If America is to compete in the world, its got to improve its performance, and the Baldrige Criteria is the tool to do exactly that. Larry Potterfield, CEO of MidwayUSA, a 2009 Baldrige Award recipient

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012 2011

For More Information

Criteria booklets Self-assessment tools based on the Criteria Award recipient videos and profiles Case studies Baldrige community
www.nist.gov/baldrige baldrige@nist.gov (301) 975-2036

Baldrige Performance Excellence Program | www.nist.gov/baldrige