1. Four U.S. organizations receive nation’s highest honor for performance excellence

    November 17, 2016 by ahmed

    baldrige_medallion

    Originally posted on NIST

    U.S. Commerce Secretary Penny Pritzker today named four organizations as the 2016 recipients of the Malcolm Baldrige National Quality Award, the nation’s highest Presidential honor for sustainable excellence through visionary leadership, organizational alignment, systemic improvement and innovation. This year’s recipients—two small businesses and two health care providers—represent four states, including the first awardee from Idaho; and feature four distinctly different operations, including the first winner ever from the long-term care and rehabilitation field and the first awardee from the textile industry since 1989.
    The 2016 Baldrige Award recipients-listed with their category-are:

    “This year’s honorees are trailblazers in innovation, small business, health care and sustainable textiles. Their visionary leadership is helping to power the economy and increase our ability to compete globally,” said Secretary Pritzker. “The Commerce Department proudly supports these four outstanding organizations for their unwavering commitment to performance excellence and their dedication to always reaching higher.”

    The Commerce Department’s National Institute of Standards and Technology (NIST) manages the Baldrige Award in cooperation with the private sector. An independent board of examiners recommended this year’s Baldrige Award recipients from a field of 34 applicants after evaluating them in seven areas defined by the Baldrige Excellence Framework: leadership; strategy; customers; measurement, analysis and knowledge management; workforce; operations; and results. An organization may compete for the award in one of six categories: manufacturing, service, small business, health care, education and nonprofit (including government agencies).

    “We are particularly excited about the diversity of the organizations being recognized this year,” said Robert Fangmeyer, director of the Baldrige Performance Excellence Program. “Like those before them, the 2016 honorees have created robust processes and cultures that focus on benefitting their customers, workforce and communities, and in doing so, have achieved outstanding operational and business results.”
    To date, more than 1,600 U.S. organizations have applied for the Baldrige Award, and there are more than 30 independent Baldrige-based state and regional award programs covering nearly all 50 states. Internationally, the program has served as a model for nearly 100 excellence programs. In addition, many organizations use the Baldrige framework for its improvement and innovation strategies without applying for any of these awards.

    During the period 2010-2014, more than 4 million copies of the Baldrige Criteria for Performance Excellence, the core of the Baldrige Framework, were distributed. Their widespread acceptance and use both nationally and globally has dramatically impacted all types of organizations.
    Take for example, these achievements by the 2016 Baldrige Award winners:

    • New employees at Don Chalmers Ford (DCF) are mentored by senior leaders and work with the general manager using the firm’s “How I Connect” guide that aligns each individual’s role to the company’s core values and to delivering the “DCF Experience.” This has helped increase the retention rate of sales consultants from 56.3 percent in 2011 to 71.4 percent in 2015, and increase gross profit by 13 percent for 2012-2015. Both marks are significantly higher than the national averages of 26 percent and 8.4 percent, respectively.
    • In support of its core value of “bettering the world around us,” Momentum Group was the first in its industry to offer a full textile product line of reduced environmental impact fabrics. In just over two decades, Momentum Group’s sales have grown more than 400 percent and have outperformed the industry for 19 years out of the 22 that the firm has been in business.
    • For seven consecutive years, Kindred Nursing and Rehabilitation Center—Mountain Valley has achieved a five-star quality rating—the highest possible—from the Centers for Medicare and Medicaid, a ranking designed to help potential residents, families and caregivers compare nursing homes. Less than one percent of 15,600 skilled nursing facilities nationwide received the five-star rating over that period of time.
    • Memorial Hermann Sugar Land Hospital ranks among the top 10 percent nationally for a number of performance metrics, including emergency center arrival-to-discharge time, compliance with regulations to reduce medication errors, bed turnaround times, radiology and laboratory result turnaround times, and the use of computerized physician order entry.

    The Baldrige judges also may recognize best practices in one or more of the Baldrige Criteria categories by organizations that are candidates for the award but are not selected as a recipient. This year, the judges have chosen six organizations for this honor (listed with the categories for which they are acknowledged):

    • City of Fort Collins, Fort Collins, Colorado—leadership
    • Kaiser Permanente San Diego, San Diego, California—leadership
    • Maury Regional Medical Center, Columbia, Tennessee—leadership
    • Duke University Hospital, Durham, North Carolina—leadership and strategy
    • Park Place Lexus of Texas, Plano, Texas—customers
    • Southern Management Corporation, Vienna, Virginia—workforce

    The 2016 Baldrige Award will be presented at an April 2017 ceremony during the Quest for Excellence conference in Baltimore, Md.
    The Baldrige Program raises awareness about the importance of performance excellence in driving the U.S. and global economy; provides organizational assessments, training, tools and criteria; educates leaders in businesses, schools, health care organizations, and government and nonprofit organizations; shares the best practices of national role models; and recognizes those role models with the Baldrige Award. The Baldrige Program is a public-private partnership managed by NIST and funded through user fees and the financial support of the Baldrige Foundation (link is external).

    The Baldrige Award was established by Congress in 1987 and is not given for specific products or services. Since the first group was recognized in 1988, 113 awards have been presented to 106 organizations (including seven repeat recipients).


  2. Another Baldrige ambassador takes the message overseas

    November 16, 2016 by ahmed
    2014-2015 Baldrige Criteria diagram translated into Arabic

    2014-2015 Baldrige Criteria diagram translated into Arabic

     

    Originally posted on blogrige by Dawn Marie Bailey

    The Baldrige Program has always been fortunate to have engaged ambassadors—many of whom are current or former examiners, judges, or overseers—who carry the Baldrige message of continuous improvement, core values, and a systems perspective, as well as the Baldrige framework itself, with them when they speak in the Unites States and abroad. In Blogrige, we’ve written about such ambassadors traveling to India, China, Southeast Asia, South Africa, and elsewhere. [Please accept this note as a sincere thank you to those folks and others who support Baldrige.]

    Below is another story of a Baldrige community member’s travels; this time the story takes place in the Middle East. William Pawlucy served on the Board of Examiners in 2012 and now does work for the Center for International Enterprise (CIPE), whose mission is to “strengthen democracy around the globe through private enterprise and market-oriented reform.” Pawlucy and his colleagues have raised awareness of Baldrige resources in Jordan, Israel, and elsewhere.

    William Pawlucy, CAE

    William Pawlucy, CAE

    What has been your experience talking about Baldrige in the Middle East?

    Talking about Baldrige in the Middle East has found a very receptive audience. All of our work has been (1) central to protecting and continuing democracy in the countries in which we work and (2) focused on capacity building and self-sustainability. We have nongovernment organizations (NGOs) that are doing great work but need to be able to think about their processes in establishing a strategic plan, getting strong leadership in place, and using data correctly to increase revenues and relevance while measuring the results.

    We are gaining traction and a great interest in the Baldrige approach-deployment-learning-integration (ADLI)/levels-trends-comparisons-integration (LeTCI) approach, which I believe is most beneficial. Many organizations have some sort of defined processes but sometimes miss the LI and never get to LeTCI. That is critical in developing organizations as we work to build their capacity. Our CIPE capacity-building presentations have reached about 40 Middle East NGOs, and each of them now knows about the U.S. Baldrige Program and the benefits of the King Abdullah II Center for Excellence (KACE) in Jordan.

    I can’t say enough how much CIPE and USAID are helping these organizations to move to the next level. I am proud to be there and to utilize my training/experience as a Baldrige examiner. It is all about sharing, and if we can impart the importance of Baldrige not only to the NGOs but to CIPE and USAID, the elements of performance excellence can touch and affect many organizations.

    What’s the climate for quality overseas?

    I believe that the climate for quality is quite good. In the Middle East, specifically in Jordan, KACE was established to inject performance excellence into Jordanian NGOs. We had the pleasure of having the director of the KACE program, which is very much in line with the Baldrige Program and has about 20–30 employees dedicated to performance excellence, present during one of our capacity-building workshops in Amman. In our capacity-building workshops, we concentrate on providing the tools for NGOs to be self-sustaining by giving them information around growing revenue, members, and their sphere of influence. We cover topics from performance measurement to strategic planning, advocacy, communications, and many other areas. We spend two days with the NGOs in about 8–10 areas to help them grow their organizations. This in turn will also help grow the employment in the country, as strong NGOs then help strengthen small to medium enterprises in Jordan. It is a cascading effect where strong NGOs bring strong growth, and strong growth for Jordan means it can continue to be a stronghold in democracy in that part of the world.

    The thirst for the Baldrige Program and its resources is there. The biggest issue is that in Jordan, NGOs are looking for monetary grants or something that goes along with the “prize” for winning the King Abdullah II Award for Excellence, the highest honor. In the United States, if an organization “wins” the Baldrige Award, it is not only a prestigious honor, but the honor provides a great deal of credibility to the organization, in addition to much higher levels of performance. In Jordan, there is a need to go further into the value of the Baldrige Program and how to leverage it for credibility, understanding that the “prize” is the higher standard of excellence that the organization has achieved.

    How are Baldrige resources helpful in conducting strategic planning?

    The “Baldrige Hamburger,” as I call it, and probably others do as well, shows the seven Criteria areas and how they contribute to processes and results. I always say that you can have good processes, but if you don’t measure and compare the results, then you are only halfway there.

    In strategic planning, I ask every organization to define performance measures and targets for each strategy that corresponds to a goal that they have set. This enables the organization to ensure that every strategy is measurable and has accountability to the organization. I know we always talk about SMART goals [S=specific, significant, or stretching. M=measurable, meaningful, or motivational. A=agreed upon, attainable, achievable, acceptable, or action-oriented. R=realistic. T=time-based], but I believe it needs to be deeper, and you need SMART strategies in order to have GENIUS goals.

    How has your learning benefited other organizations?

    I have one example of this that sticks in my mind. I worked with a state dental society that was failing and almost closing its doors. We embarked on a total organizational improvement plan in many areas of Baldrige. We improved the leadership structure; we put in place a strategic plan; we used data more effectively; and most importantly, we defined performance measures to be achieved over a three-year period. I am so proud of this organization that is one of the few state associations that had an INCREASE in market share. It is a true story of success that is achievable for any organization, as this society had a small budget and limited resources. It came together, both volunteers and staff, to take responsibility for the direction of the organization and did so in a very dramatic fashion. I had an opportunity to refresh their plan last year, and I have to say that they were not aware of the progress they made as they lived it every day, but I was just blown away by what they had accomplished.

    The biggest success factor was setting performance measures and targets, and getting commitment from leadership and staff to make it happen. I can’t say it was easy, but they had a focus on their strategic plan through a strategic agenda, which only focused on items that contributed to the goals set by the organization. If there was an item that wasn’t contributing to a goal, it was not a priority and not discussed. Going from a tactically focused organization to one focused on strategies and performance excellence was critical to their success.

    What do you feel is the value and personal benefit of being a Baldrige ambassador?

    For me, it is giving back. I know I made a considerable investment during my time as an examiner, but Baldrige made an investment in me in providing me with training that was unmatched. I strongly believe that Baldrige can change an organization.

    As an ambassador, I want to spread the word that Baldrige is not only an award, it is a way of doing business that will improve your organization if you take the time to make the commitment. It is not about winning an award, it is the journey to performance excellence. If we can touch organizations as ambassadors through the work that we do, we are not only influencing this generation of institutions but future generations that take continuous improvement and make it a habit. Giving back is the ultimate reward, and as ambassadors, I believe we have the responsibility to give back and improve the world in which we live. It is that powerful!


  3. Lunchtime talk: Introducing the Dubai Government Excellence Programme

    November 3, 2016 by ahmed

    dgep 01

    You are cordially invited to a lunchtime talk at the UNDP Global Centre for Public Service Excellence (GCPSE) on 14 November 2016.

    We will feature the Dubai Government Excellence Program (DGEP) which has achieved considerable success over recent years. This includes a quantum leap in performance, concepts, practices and techniques applied in the public sector, with the participation of various government entities (agencies, departments, institutions, etc.). It is applying organizational and professional excellence standards, as well as service optimization processes.

    The presentation will describe how and why DGEP was established in 1997 by HH Shaikh Mohamed Bin Rashid Al Maktoum, UAE Vice president, prime minister, and ruler of Dubai with a vision to achieve global leading performance of the government sector in Dubai. Our speakers will also present the tools used and the impact achieved by DGEP in local regional and at international level.


    Speakers:

    Dr. Ahmad Al-Nuseirat
    dr_ahmedis the General Coordinator of the DGEP. He has effectively participated in the establishment, leading and managing the operations and activities of DGEP, launched by His Highness Sheikh Mohammed Bin Rashid Al Maktoum in 1997.

    Dr. Al-Nuseirat led the development of excellence in the government sector in Dubai reaching world class levels in the areas of customer satisfaction, government efficiency, global competitiveness indices and other areas of excellence and human resources investment.

    Dr. Al-Nuseirat supervises the customer satisfaction and mystery shopper studies for Dubai Government and has established the first central customer e-complaint system in Dubai Government. Dr. Al-Nuseirat holds A PhD in Training and organizational performance management from Cardiff University in UK.

    Dr Zeyad El-Kahlout
    dr_zeyadis a Quality and Excellence Advisor for the DGEP. He holds a PhD in Quality Management (Quality in the design of services) from the University of the West of England, Bristol, UK. His Experience and research interests relate to Business Excellence, Quality Management, Knowledge Management, Institutional Integrity, and Productivity. He is an EFQM approved assessor a certified Knowledge Manager, and senior member in the American Society for Quality.

    Before joining the Executive Council he was an Assistant Professor and Assistant Dean in the Productivity & Quality Institute, Arab Academy for Science & Technology, Alexandria, Egypt. He contributed to and led hundreds of consultancy projects in the field of Quality, Excellence, Quality Management and Performance Management.

    Venue:
    UNDP Global Centre for Public Service Excellence
    #08-01, Block A
    29 Heng Mui Keng Terrace
    Singapore 119620

    Registration
    Please send an email by 9 November to registry.sg@undp.org.


  4. Business Excellence models and awards for the public sector: A guidebook for national productivity organisations

    October 31, 2016 by ahmed

    In the Asia-Pacific region the Asian Productivity Organisation (APO) is working hard to help countries introduce and sustain business excellence. Business excellence is recognised as a prime contributor to productivity growth through its holistic approach that links Inputs (such as Leadership, Strategy, Customer Focus, Workforce Focus, Measurement, Analysis and Knowledge Management, Operations) to Outputs (Results). It is perhaps the ultimate productivity framework as it encompasses everything an organisation and country should consider to achieve advances in social, political, economic and environmental performance.

    Dr Robin Mann, Head of COER, was the Chief Expert for an APO project to develop a guidebook to help national productivity organisations (NPOs) aiming to introduce or enhance their business excellence initiatives for the public sector. This guidebook was developed through workshops organised by the Asian Productivity Organization’s (APO) Centre for Excellence for business excellence.

    APO_Workshop

    This guidebook aims to assist NPOs that are:

    • Considering whether to introduce a business excellence model or award for the first time in the public sector
    • Seeking to enhance an established business excellence model and/or award for the public sector

    The guidebook begins with an exploration of the importance of business excellence awards and models through a series of questions and answers. This is followed by a summary of the views of NPOs on business excellence. Thereafter, information is presented on how to promote business excellence, assist organizations in using a business excellence approach, and recognize organizations through an awards process.
    The last section provides examples of how NPO member economies are implementing business excellence in the public sector.

    The full guidebook can be downloaded from COER’s website here.

    APO Guidebook pic


  5. When kindness and compassion are part of a disruption

    by ahmed

     

    Originally posted on blogrige by Dawn Marie Bailey

    If you are dissatisfied with your health care, can you get some money back? And if a health care organization was giving a money-back guarantee, how would you feel about its willingness to stand behind its services?

    The article “It Pays to be Kind at Geisinger” describes an interesting new model at Geisinger Health System in Danville, Pa., for which Baldrige Award recipient AtlantiCare is now part. Since August 2016, Geisinger has paid more than $400,000 in refunds to patients “whose experiences and expectations were not met with kindness and compassion.” Under the ProvenExperience initiative, patients can request refunds, from as little as $1 to more than $2,000, if they are dissatisfied with their hospital experience.

    “The effort is to do it right for every patient every time,” said System President and CEO Dr. David Feinberg in the article. “Just like any legitimate or ethically sound business, you back your product. Except I think the stakes are higher. You want to reduce human suffering and promote good health. That’s a pretty important product.”

    According to the article, he added, “The way I see it, if you go into Starbucks and you’re not happy with your order, they don’t sip your latte and argue that they made it correctly. They just take care of you on the spot. . . . What matters to me is that every patient is satisfied with their treatment and so I started thinking, ‘What is our guarantee? What is our refund?’”

    This initiative is a disruptive event for the organization. As Feinberg says in the article, “We need to be disruptive to move the practice of providing a great patient experience forward and so the decision was made to give unsatisfied patients their money back.”

    The Baldrige core value Organizational Learning and Agility supports disruptive events that can be triggered by innovative technologies or service introductions, economic upheaval or stress, major weather events, or social or societal demands.

    Such an initiative may not be right for your organization, but have you thought about what disruption might change things in a beneficial direction for you?

    For this health care organization, I see the ProvenExperience approach being supported in item 3.1 Voice of the Customer within the Baldrige Excellence Framework (Health Care), which includes the Baldrige Health Care Criteria for Performance Excellence. This item is all about determining patient and other customer satisfaction and engagement, including (1) how listening methods differ among types of patients and other groups and (2) how measurements capture actionable information that can be used for securing patients’ engagement in the long-term. From the article, we don’t have information on what feedback the organization received from its patients and other customers to lead to the approach, deployment, learning, or integration of the ProvenExperience process, but we can deduce that it might certainly be part of a step toward securing patients’ engagement in the long-term.

    An organization embarking on an approach to secure patient and customer loyalty and engagement might also check out Criteria item 1.1 Senior Leadership that considers the importance of creating a workforce culture that delivers a consistently positive experience for patients and other customers and that fosters customer engagement. Such a culture would be absolutely necessary to ensure that every patient or customer experience is met with kindness and compassion.

    In addition, the Baldrige core value Patient-Focused Excellence and Organizational Learning and Agility supports such an approach and provides guidance on what an organization may need to consider to be successful:

    Your patients and other customers are the ultimate judges of your performance and the quality of your health care services. Thus, your organization must consider all features and characteristics of patient care delivery . . . and all modes of customer access and support that contribute value to your patients and other customers. Such behavior leads to patient and other customer acquisition, satisfaction, preference, and loyalty; positive referrals; and, ultimately, the ongoing success of your business. . . . An additional factor is your organization’s management of patient and other customer relationships, which helps build trust, confidence, and loyalty.

    So what disruption might spur your organization or your industry to consider a new way to secure customers’ long-term engagement and loyalty?