All Posts Tagged With: "success"
Work System Implementation – Cargill, Inc.
Work system implementation is a significant topic that is covered in the Baldrige Criteria. In section 6.1, this question is presented, “How do you manage and improve your work systems to deliver customer value and achieve organizational success and sustainability?” As a recipient of the 2008 Baldrige award, Cargill Corn Milling (CCM), does an excellent job of demonstrating their ability to answer this question.
Cargill Corn Milling was originally a small corn milling company that began with a single grain storage warehouse, producing a mere 10,000 bushels of corn each day. Today, they produce up to 1 million bushels of corn each day that is no longer traded but instead is processed into ethanol, fructose, and renewable plastics, evolved from trading soybeans to processing them into meal and oil, and have acquired an industrial European chocolatier.
The customer demand for high quality cocoa powder is rising. In order to increase productivity, Cargill had to go through what is called a process breakthrough. The purpose of this breakthrough is change, beneficial change. The strategy Cargill undertook to bring beneficial change was to upgrade to a new Center of Expertise facility in the Netherlands, with a goal improving customer value and achieving organizational success and sustainability. “This investment is another demonstration of Cargill’s commitment to providing our customers with a broader and more bespoke service to meet their individual needs,” said …
23May2012 | Joseph A. De Feo | 0 comments | Continued
Acknowledging Innovative Excellence – Iredell-Statesville Schools
As a school system, Iredell-Statesville K-12 Schools (I-SS) are committed to igniting a passion for learning and are rigorously challenging all students to achieve their academic potential. Regardless of the fact that I-SS has per-pupil operations expenditures ranked among the lowest in North Carolina, the 2008 Baldrige Award winner’s average SAT scores have drastically increased in the last 10 years. They have a strategic plan to keep moving forward, realizing high student performance, and long-term student success.
I-SS isn’t succeeding by motivating faculty and staff alone, but instead have implemented a number of research-based best practices to raise achievement and close gaps. By implementing formative assessments, essential curriculum, and collaborative teams, a learning-centered atmosphere has developed. I-SS asked themselves questions such as, What do students need to know?, How will they learn it?, and What will we do if they already know it? Quarterly performance measures are generated based on “customer” requirements and satisfaction, stakeholder requirements, how services will be provided, and how I-SS will know if the services are operating efficiently and effectively. When student performance does not meet targets, the gap is addressed through the systematic use of a Plan, Do, Study, Act (PDSA) cycle to identify and implement improvements.
Iredell-Statesville Schools has a drop-out rate of 2.36%, ranking it the 7th lowest in North Carolina. However, back in 2002, before implementing the Baldrige Criteria, I-SS …
24Apr2012 | Tom Huizenga | 0 comments | ContinuedValuing Workforce Members and Partners
An organization’s success depends increasingly on an engaged workforce that benefits from meaningful work, clear organizational direction, and performance accountability that has a safe, trusting, and cooperative environment. Nestle Purina PetCare, one of the 2010 Baldrige Award winners, are well aware of how an organization does exactly that. A successful organization can capitalize on the diverse backgrounds, knowledge, skills, creativity, and motivation of its workforce and partners. Valuing the people in your workforce means being committed to their engagement, satisfaction, development, and well-being. Increasingly, this involves more flexible, high-performance work practices tailored to varying workplace and home life needs. Major challenges in the area of valuing members of your workforce include the following:
- Demonstrating a leader’s commitment to their success. At Purina, senior leaders communicate the ideals of the company’s founder: the “4 Talls” (Stand Tall, Think Tall, Smile Tall, and Live Tall,) to which they have added a 5th, “We create Tall innovation.”
- Providing recognition that goes beyond the regular compensation system.
- Offering development and progression within your organization.
- Sharing your organization’s knowledge so your workforce can better serve your customers and contribute to achieving your strategic objectives.
- Creating an environment that encourages risk taking and innovation.
- Creating a supportive environment for a diverse workforce. Organizations need to build internal and external partnerships to better accomplish overall goals.
Partnerships with members of your workforce might entail developmental …
27Feb2012 | Joseph A. De Feo | 0 comments | ContinuedBaldrige Impacts: Looking Back and Moving Forward
The Baldrige Performance Excellence Program is transitioning to a sustainable enterprise model, aiming to demonstrate its widespread impact by showing results. The Award promotes excellence in organizational performance, recognizes the achievements and results of U.S. organizations, and publicizes successful performance strategies. No matter the size or nature of your organization, the award Criteria are an excellent resource in your journey towards performance excellence.
Integrating Baldrige is a proven path to producing high-performing organizations, as the results of Baldrige Award winners confirm. The Baldrige model has identified the beliefs and behaviors of high-performing organizations. Its 11 core values and concepts, embedded in the Baldrige Criteria and evident in Baldrige Award recipients, are essential to achieving performance excellence.
More than 35 states have a Baldrige-based program which have relied on the Baldrige Criteria for Performance Excellence and other intellectual property and resources, but operate without financial support from the Baldrige program. The Criteria ask more than 250 questions about how your organization does what it does. The answers to those questions help leaders understand their organization’s strengths and opportunities for improvement. They also provide a systems perspective (a Baldrige core value) that enables senior leaders to focus everyone in the organization on what must be done for the organization to succeed.
According to a recent Thomson Reuters report, healthcare organizations that have won Baldrige Quality Awards or have been considered for a …
13Feb2012 | Tom Huizenga | 0 comments | Continued
