Scribd
Upload
69 views3 pages

Baldrige 2

The Baldrige Excellence Framework provides organizations with criteria and guidelines to assess performance and identify areas for improvement. It aims to help organizations improve and to identify role models for others. The criteria are based on core values and represent seven aspects of management. There are sector-specific versions that are revised every two years. The Baldrige Program began in the 1980s to promote quality and competitiveness. It has significantly benefited the economy and helped many organizations grow while serving more customers. A public-private partnership supports the program through various organizations.

Uploaded by

Rudi Lau
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
69 views3 pages

Baldrige 2

The Baldrige Excellence Framework provides organizations with criteria and guidelines to assess performance and identify areas for improvement. It aims to help organizations improve and to identify role models for others. The criteria are based on core values and represent seven aspects of management. There are sector-specific versions that are revised every two years. The Baldrige Program began in the 1980s to promote quality and competitiveness. It has significantly benefited the economy and helped many organizations grow while serving more customers. A public-private partnership supports the program through various organizations.

Uploaded by

Rudi Lau
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 3

Baldrige Excellence Framework

The Baldrige Excellence Framework has three parts: (1) the criteria for performance excellence,
(2) core values and concepts, and (3) scoring guidelines. The framework serves two main
purposes: (1) to help organizations assess their improvement efforts, diagnose their overall
performance management system, and identify their strengths and opportunities for improvement
and (2) to identify Baldrige Award recipients that will serve as role models for other
organizations.

The criteria for performance excellence are based on a set of core values:

 Systems perspective
 Visionary leadership
 Customer-focused excellence
 Valuing people
 Organizational learning and agility
 Focus on success
 Managing for innovation
 Management by fact[3]
 Societal responsibility
 Ethics and transparency
 Delivering value and results

The questions that make up the criteria represent seven aspects of organizational management
and performance:

 Leadership
 Strategy
 Customers
 Measurement, analysis, and knowledge management
 Workforce
 Operations
 Results

The three sector-specific versions of the Baldrige framework are revised every two years:

 Baldrige Excellence Framework (Business/Nonprofit)


 Baldrige Excellence Framework (Education)
 Baldrige Excellence Framework (Health Care)

History of the Baldrige Program


In the early and mid-1980s, many U.S. industry and government leaders saw that a renewed
emphasis on quality was necessary for doing business in an expanding and competitive world
market.
The Malcolm Baldrige National Quality Improvement Act of 1987, signed into law on August
20, 1987, was developed through the actions of the National Productivity Advisory Committee,
chaired by Jack Grayson. The nonprofit research organization APQC, founded by Grayson,
organized the first White House Conference on Productivity, spearheading the creation of the
Malcolm Baldrige National Quality Award in 1987. The Baldrige Award was envisioned as a
standard of excellence that would help U.S. organizations achieve competitive quality.

In the late summer and fall of 1987, Dr. Curt Reimann, the first director of the Malcolm Baldrige
National Quality Program, and his staff at the National Institute of Standards and Technology
developed an award implementation framework, including an evaluation scheme, and advanced
proposals for what is now the Baldrige Award. In its first three years, the Baldrige Award was
jointly administered by APQC and the American Society for Quality, which continues to assist in
administering the award program under contract to NIST.

Program Impacts
 The ratio of Baldrige Program benefits for the U.S. economy to program costs has been
estimated at 820 to 1[4]
 109 Baldrige Award recipients (including 7 two-time winners).
 Median growth in revenue for two-time Baldrige Award winners is 92%.
 Median job growth for two-time Baldrige Award winners is 63% (compared with 2.5%
for a matched set of industries and time periods).
 2010–2015 Baldrige Award applicants represent 567,434 jobs, over $142 billion in
revenue/budgets, and about 449 million customers served.
 The value of services donated by 349 national Baldrige examiners in 2015 is $5.3
million.
 The value of services donated by state Baldrige-based examiners in 2015 is $30 million.

A study by Truven Health Analytics links hospitals that adopt and use the Baldrige Criteria to
successful operations, management practices, and overall performance.

 65% of hospitals are likely to “use the Baldrige Criteria for Performance Excellence as a
systematic framework for performance improvement or as an internal assessment tool”
by 2018, according to survey results reported in Futurescan 2013.[5]
 According to the same survey, 41% of hospitals are likely to submit an application for the
Baldrige Award or a state-level Baldrige-based award by 2018.

Public-Private Partnership
The Baldrige Award is supported by a public-private partnership. The following organizations
and entities play a key role:

 The Foundation for the Malcolm Baldrige National Quality Award raises funds to
permanently endow the award program.
 The National Institute of Standards and Technology (NIST), an agency of the U.S.
Department of Commerce, manages the Baldrige Program.
 The American Society for Quality (ASQ) assists in administering the award program
under contract to NIST.[6][7]
 The Board of Overseers advises the Department of Commerce on the Baldrige Program.
 Members of the Board of Examiners—consisting of leading experts from U.S. businesses
and education, health care, and nonprofit organizations—volunteer their time to evaluate
award applications and prepare feedback reports for applicant organizations. Board
members also share information about the program in their professional, trade,
community, and state organizations. The Panel of Judges, part of the Board of Examiners,
makes award recommendations to the director of NIST.
 The network of state, regional, and local Baldrige-based award programs known as the
Alliance for Performance Excellence provides potential award applicants and examiners,
promotes the use of the Criteria, and disseminates information on the award process and
concepts.
 The ISSA, the professional association for cybersecurity, is in formal partnership with the
Baldrige Alliance for Performance Excellence. The Alliance and the ISSA offer a free
Baldrige-based self-assessment of cybersecurity operations. It may be found at
ManageHub
 Award recipients share information on their successful performance and quality strategies
with other U.S. organizations.

You might also like

pFad - Phonifier reborn

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


Alternative Proxies:

Alternative Proxy

pFad Proxy

pFad v3 Proxy

pFad v4 Proxy