Advanced Application Writing Getting the Most Out of Your Application Excellence in Tennessee Conference Sonja Wulff, MA, CLM February 20, 2018
Agenda Getting acquainted • Putting Baldrige in context • Approaching the application • Let’s get to work! • Lessons learned •
Agenda Getting acquainted • Putting Baldrige in context • Approaching the application • Let’s get to work! • Lessons learned •
What Is Baldrige? • Malcolm Baldrige National Quality Award – Presidential award administered through U.S. Department of Commerce – Roots: How to improve competitiveness of U.S. manufacturing in global marketplace – Today: Manufacturing, business, small business, health care, education, service, nonprofit • Objectives – Provide framework for organizational assessment & improvement – Identify & share best practices
Baldrige Excellence Framework • Evidence-based business practices for accomplishing what is important to your organization • Can you answer these questions: – How does your organization accomplish its work? – How does your organization perform? – Where should you focus your improvement efforts?
Baldrige Excellence Framework Process Categories • – Leadership – Strategy – Customers – Measurement, Analysis & Knowledge Management – Workforce – Operations Results • Product/Service & Process Results – Customer Results – Workforce Results – Leadership & Governance Results – Financial & Market Results –
A System’s Perspective Organizational Profile Strategy Workforce Leadership RESULTS Integration Customers Operations Measurement, Analysis & Knowledge Management
Baldrige Cycle Examiner Team, Feedback Report Feedback Self-Assessment Improvements Baldrige/TNCPE Application
Role of the Application • Obtain actionable feedback on how to improve your organization • Focus! Focus! Focus! • Guide strategic discussions • Identify blind spots • Prioritize improvement effort • Create organizational rhythm • National level: Earn a site visit
What Is Your “Why”
Approaching the Application Step 1: Organizational Profile What is important to your organization? Step 2: Process Categories (1-6) How does your organization accomplish its work? Step 3: Results (Category 7) How does your organization perform?
Step 1: What Is Important to You? • Organizational Profile – Most important part of the application • Goal: Define who you are & what is important to you – Focus! Focus! Focus! – What are your key organizational characteristics? – What is your organization’s strategic situation?
Organizational Profile • Road map for the rest of the application – Provides “checklist” for self-assessment process – Helps examiners & judges understand what is important to your organization so they can provide most meaningful feedback – Helps you prioritize improvement efforts
Step 2: How Does Your Organization Accomplish Its Work? • Process Categories (1-6) • Can you answer the Criteria questions? • Do you address ADLI? – Basis for scoring – More meaningful feedback – Goal: Drive your organization to higher performance
Process Categories: Think ADLI APPROACH: How do you do it? What are the steps • in your process? How repeatable is it? DEPLOYMENT: Is your approach consistently • applied across your organization? Who uses it? LEARNING: Do you refine your approach through • systematic evaluation and improvement? INTEGRATION: Is your approach aligned with your • organizational needs as identified in the Organizational Profile? How is it linked to other approaches/processes?
Example: Employee Performance Review • APPROACH: Annual process with standardized tool • DEPLOYMENT: Every employee, all levels of the organization, all facilities • LEARNING: Annual evaluation & improvement by Workforce Team & HR • INTEGRATION – Behavior Standards, Values, Key Customer Requirements, Core Competencies, Personal Goal Cards – Building Blocks of Leadership – Balanced scorecard: Timely completion of performance reviews
Translating ADLI How do you…? • – What are the steps? – Who’s involved? – When/how often does it happen? – Evidence of hardwiring (e.g. policies, standard forms/templates, training curriculum) – No laundry lists: How did you decide to do X,Y, Z? Who uses the process, or who’s involved in the process? Do • all workforce groups & facilities do it the same way? Does it apply to all customer & stakeholder groups? How have you changed/improved the process? Who • reviews the process & when? What data do you look at to determine effectiveness? Does it relate to a measure on your Balanced Scorecard? • Does it link to another key process?
Step 3: What Are Your Results? • Category 7 • What are your key measures? • Are you measuring what you should be measuring to support the Organizational Profile and Process Categories? • Do you address LeTCI?
Results: Think LeTCI • LEVELS: What is your current performance? • TRENDS: How have you performed over time? • COMPARISONS: How does your performance compare to other organizations? • INTEGRATION: Do you segment your results? Do you show results for important customers, products/services, markets, processes?
Example: Voluntary Employee Turnover
Results: Explain Each Graph Assume: • The examiners are not industry experts • The examiners are exhausted So tell them: • Why are you showing that result? • Why is the comparison relevant? • Which direction is “better”? • Accentuate the positive, explain the negative
Results Must-Haves • Balanced scorecard measures [4.1a(1)] • Key performance measures for action plans [2.2a(5)] • Satisfaction, dissatisfaction & engagement – Key customer & stakeholder groups [P .1b(2)] – Key market segments [P .1b(2)] – Key workforce groups [P .1a(3)] • Performance for main product/service offerings [P .1a(1)] • Market share for key market segments • Measures for key work processes [6.1b(1)] Don’t use bad results if you don’t have to!
Weaving a Thread Organizational Category 1 Category 5 Category 7 Profile (Leadership) (Workforce) (Results) Workforce Deploying Performance Measures of Groups & Key Vision, Mission management, satisfaction & Engagement & Values, workforce engagement, Factors communication development, development, mechanisms climate, climate, capability & capability & capacity capacity
Table Exercise: Weaving a Thread • Consider Organizational Profile question: What are your key market segments & your key customer groups? P .1b(2) • Identify specific Areas to Address throughout the Criteria that should link back to this question
Weaving a Thread: Customers 1.1a(1) Deploy V/M/V 1.1b(2) Senior leader communication 1.2b(2) Promote/assure ethical behavior 2.1a(1) Participation in strategic planning Cat 3 Customer Focus 4.1a(3) Use of VOC information 4.2a(2) Make info available to customers 5.2a(4) Manage workforce performance to reinforce customer focus 6.1a(1) Determine key work process requirements 6.2a Balance cost control with customer needs 7.1a Product and process results 7.2a Customer results 7.4a(1) Senior leader communication with customers 7.5a Financial & market results
Levels of the Criteria Basic Requirements Overall Requirements Multiple Requirements
Scoring Implications
Scoring Implications
Let’s Get to Work!
Definition: Customers Customers: Actual or potential users of your organization’s products, services or programs • External customers, not internal customers • Keep workforce, suppliers & partners separate
Table Exercise: Customers Customer Worksheet: What are your organization’s key customer groups? Fill in the squares across the top row, as appropriate. Discussion Topic : How would you answer this question differently now than you did in your last application? Report Out: What did you learn from this exercise?
Table Exercise: Approach & Deployment Customer Worksheet: Fill in the grid to answer the questions for each of your Customer Groups. Address the responses to your own organization. Discussion Topic: Were you able to fill in all the squares? Report Out: What did you learn from this exercise?
Table Exercise: Learning Customer Worksheet: Fill in the far right column to describe how you have improved each of the approaches (i.e., listening to customers, assessing satisfaction, etc.). Discussion Topic: Were you able to fill in all the squares in that column? Report Out: What did you learn from this exercise?
Table Exercise: Results Customer Results Worksheet: • Fill in the grid to identify results for each of your Customer Groups and for each of their Key Customer Requirements (from Customer Worksheet). Address the responses to your own organization. • Fill in the far right column to identify sources of comparative data for each result. Discussion Topic: Were you able to fill in all the squares? Report Out: What did you learn from this exercise?
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