2 | Strategic Planning
In the current economic downturn, a lot of organizations are doing more with less. Fewer people. Less money. Same ambitious goals. Businesses have been slow to hire because of the higher productivity of the people they’ve retained.
If you’ve seen your organization’s strategic plan, you have a good idea what its goals are and some ideas about how you can help achieve them. At the same time, you’re probably busy enough not to be looking for more work. So how do you make your job more interesting and your role in the organization more valuable without burning yourself out with the effort?
The answer is to work more efficiently, and the way to do that is through process thinking. A smart question you can ask is, ‘What’s the process?’ The question gets people thinking about flaws in the process rather than blaming people for errors. Inevitably, focusing on the process triggers questions about what can be done to fix it.
If your organization has formal approaches to process management and improvement, you should learn what they are and how you can use them. If your organization doesn’t have formal approaches, or if it has them but reserves them for sanctioned process management/improvement teams, you will benefit from learning and applying some basics of process thinking.
The first is to understand what a process entails, which is captured in this SIPOC …Joseph A. De Feo | 0 comments | Continued
As the Baldrige Performance Excellence Program celebrates its 25th year, it continues to evolve to meet the needs of key stakeholders. Recently, the program announced that it will offer Collaborative Assessments as a new service. The announcement states that this assessment against the Baldrige Criteria for Performance Excellence will provide timely, actionable feedback to be used immediately to improve organizational performance. While not explicitly stated, the service seems to be targeting organizations that may be new to the Baldrige Criteria.
So you may be wondering, “What is a Collaborative Assessment?” Good question!
The collaborative assessment is a proven method that has been used in multiple organizations worldwide. It is not a new concept; this author has been successfully implementing this approach to assessment for over 15 years. In general, it is an event-focused approach to efficiently complete an assessment in a short period of time. The approach uses the input from subject matter experts with assistance from criteria and assessment experts. The participants collaborate to identify the vital few strengths and opportunities for improvement within the organization. These strengths can be used as input to generate an application for a state or national quality award. The opportunities for improvement can be prioritized and converted into action plans for improving organizational performance.
While this article will focus primarily on collaborative assessments using the Baldrige Criteria for Performance Excellence, the approach …Er Ralston | 0 comments | Continued
It’s a new year; time to plan, set goals, and determine where your business is going and how it will excel. Where will you go? What will you do? What will you focus on? Will your company branch out in new directions? How will you keep your customers happy? And what about your employees; where do they fall on the totem pole of prioritization? If your strategy is busting at the seams but lacking clear direction, perhaps it’s time to take a look at the Baldrige criteria.
“When you look at the Baldrige Criteria, what a great road map to say if you can do the things in all these categories and do them well, you’re going to be a well-run company.” – Robert F. Pence, President & CEO Freese and Nichols, Inc., 2010 Baldrige Award recipient
The Baldrige criteria for performance excellence are aimed at increasing the competitiveness of U.S. businesses. Some of the core values that are interspersed throughout the criteria include customer-driven excellence, a focus on the future, operational effectiveness, and managing for innovation. These values are tested throughout the seven criteria items: Leadership; Strategic Planning; Customer Focus; Measurement, Analysis, and Knowledge Management; Workforce Focus; Operations Focus; Results. If you’re new to Baldrige, the Strategic Planning section is a great place to start.
So, your strategic plan is overflowing with initiatives in every which way, and the …Joseph A. De Feo | 0 comments | Continued
“Once and done” is almost always a wasted effort. It is not enough to reach a certain level of quality leadership and plateau. The real goal is to sustain quality leadership performance, to grow as both a company and as a leader, and to always be striving to improve. Rather than a quick sweep, many organizations will use quality awards as an annual or semiannual cycle to assess and improve themselves. These organizations recognize that achieving and sustaining quality leadership is a journey. With the new Baldrige criteria for 2013, NIST has announced if an organization is a recipient of their state’s quality award that they are automatically eligible to apply, so this is particularly relevant information for any companies thinking about applying within the coming years. (Hopefully, there are many, many of them!)
A typical cycle of improvement might consist of the following:
- Assess. This involves a comparison of actual performance to the award’s criteria and scoring guidelines. This can be accomplished through an award application or by some other form of self or third-party assessment. Many consulting firms offer self-assessment opportunities, including mock-Baldrige assessments.
- Plan. This involves evaluating the results of the assessment to identify and prioritize the vital few opportunities for improvement.
- Improve. This involves carrying out improvement projects and activities to close the vital few opportunities for improvement. Continuous improvement projects that achieve either incremental
Did you know that Baldrige.com is more than just a resource library? Not only do we love to write about the Baldrige Award and all those who endeavor for quality, but we also offer assessments, training, strategic advice and support, and various improvement programs.
Looking for help with the Strategic Planning portion of the Baldrige criteria, particularly with aligning your business goals and objectives? We provide advice, coaching, facilitating, and education to enable your organization to link its strategy and goals with every business unit and employee to assure the goals are met. Perhaps the Measurement, Analysis, and Knowledge Management section is where your company is lacking, and you need assistance developing a truly balanced scorecard. A proper scorecard has to include the right measures and targets to effectively monitor the performance of an organization, but determining those metrics can sometimes be the most challenging part. We can help with that. Ready to plan and design your new services? With a variety of structured processes, we can help you select the most practical fit for your organization. Are you in need of a controlled improvement program? The number of ways we can help your organization are endless, as we customize each program to your specifications.
Perhaps your trials and tribulations are more ambiguous; it’s hard to identify the cause of the problems, but you’re certain there are problems to …Joseph A. De Feo | 0 comments | Continued
The Strategic Planning portion of the Baldrige criteria asks specifically how you approach process and performance improvement. The category stresses that long-term organizational sustainability and your competitive environment are key strategic issues that need to be integral parts of your organization’s overall planning. Decisions about your organizational core competencies are an integral part of organizational sustainability and therefore are key strategic decisions.
One of the main aspects that the criteria associate with strategic planning is operational performance improvement and innovation. This contributes to short- and longer-term productivity growth and cost/price competitiveness. Building operational capability, including speed, responsiveness, and flexibility, represents an investment in strengthening your organizational fitness.
Of central importance is how you achieve alignment and consistency, via work systems, work processes, and key measurements. Also, alignment and consistency are intended to provide a basis for setting and communicating priorities for ongoing improvement activities—part of the daily work of all work units.
Two methodologies that are commonly implemented to achieve organizational excellence are Lean and Six Sigma. In this piece, we examine the two a little closer.
“Lean is in and Six Sigma is out.”
How many times have you heard this from a colleague? The funny thing about this is that I used to hear the same thing 23 years ago. Only then it was, “lean is in and quality improvement teams are out.” Very little has changed …Joseph A. De Feo | 0 comments | Continued
The Baldrige criteria provide a systems perspective for managing your organization and its key processes to achieve results – and to strive for performance excellence. The seven categories, the core values, and the scoring guidelines form the building blocks and the integrating mechanism for the system. However, successful management of overall performance requires organization-specific synthesis, alignment, and integration.
Synthesis means looking at your organization as a whole and building on key business attributes, including your core competencies, strategic objectives, action plans, and work systems. Alignment means using the key linkages among requirements given in the Baldrige criteria categories to ensure consistency of plans, processes, measures, and actions. Integration builds on alignment so that the individual components of your performance management system operate in a fully interconnected manner and deliver anticipated results.
Henry Ford Health Systems, a 2011 Baldrige Award recipient, is one of the country’s largest health care systems, exceeding $4 billion in revenues, and is a national leader in clinical care, research and education. It includes the 1,200-member Henry Ford Medical Group, five hospitals, Health Alliance Plan, Henry Ford Physician Network, 32 primary care centers and many other health-related entities throughout southeast Michigan. In 2010, Henry Ford provided nearly $200 million in uncompensated care. The health system is also a major economic driver in Michigan and employs more than 24,000.
HFHS’s commitment to patient safety is emphasized through …Joseph A. De Feo | 0 comments | Continued