1. Baldrige Award Winners 2020

    November 25, 2020 by BPIR.com Limited

    Originally posted on Blogrige

    5 Organizations Win U.S. Department of Commerce’s 2020 Baldrige Awards for Performance Excellence
    Winners include first three-time award recipient and first two-time recipient in nonprofit category.

    In a historic year for the Malcolm Baldrige National Quality Award — the nation’s only presidential award for organizational performance excellence — MESA, a family-owned U.S. small business, has become the first three-time recipient, and Elevations Credit Union has become the first two-time recipient in the nonprofit category.

    The U.S. Department of Commerce also announced three additional winners: the nonprofit AARP as well as GBMC HealthCare System and Wellstar Paulding Hospital, both of which have posted industry-leading performance in the health care field even in the face of the pandemic.

    “I congratulate these five U.S. organizations for committing themselves to performance standards that have demonstrable and independently verified positive effects on the American business community,” said Secretary of Commerce Wilbur Ross. “Applying the Baldrige Criteria yields practical value to an organization in cost savings, customer satisfaction and financial gain while also producing higher revenue, growth and efficiency for improved competitiveness and performance.”

    The 2020 Baldrige Award and past year awardees will showcase their best practices during the 32nd Quest for Excellence® conference, which will be held virtually April 12-15, 2021.

    The 2020 honorees and their achievements are as follows:

    AARP (Washington, D.C.) has doubled the reach of its work to improve lives for people over age 50 and their families, from 32 million people in 2015 to more than 60 million in 2019. Since 2017, AARP has invested $450,000 in startup companies pursuing novel products and services through its Innovation Labs. It has also been recognized as a “Top Workplace” by The Washington Post, and AARP The Magazine has been the most widely read publication in the nation for three years in a row according to market research firm Gfk MRI.

    Elevations Credit Union (Boulder, Colorado) won a Baldrige Award in 2014 and is the first two-time winner in the nonprofit category. An assessment by the American Credit Union Mortgage Association ranked Elevations as No. 11 out of the top 300 credit unions in the nation, outpacing both its asset size, which ranks No. 127 out of 300, and its ability to lend only in Colorado versus other lenders that cross state lines. In spring 2020, Elevations ranked in the top 95% of U.S. organizations for overall employee engagement based on the Gallup Q12 survey.

    GBMC HealthCare System (Baltimore, Maryland) has maintained a five-star rating (the highest) from CMS since 2017. Its industry-leading performance includes 100% of stroke patients receiving antithrombotic therapy at discharge, 100% of high-risk mothers receiving antenatal steroids, and 100% of patients receiving combination chemotherapy for breast cancer. GBMC’s Nurse Residency Program is one of only 61 worldwide to achieve the highest level of recognition from the American Nurses Credentialing Center.

    MESA (Tulsa, Oklahoma) won Baldrige Awards in 2006 and 2012, and is the first three-time winner of the award. The company’s overall revenue has grown nearly $30 million since 2015, with the company achieving a 10% average annual revenue growth since embarking on its Baldrige journey in 2002. MESA, which specializes in controlling corrosion in pipelines and related equipment, has retained 100% of key customers in its services segment since 2018 and 97% of key customers in its materials segment since 2017. In addition, 95% of employees agree that the safety culture is a top organizational priority, and 94% of employees consider themselves highly engaged.

    Wellstar Paulding Hospital (Hiram, Georgia) sustained top 10% performance for its mortality index and for its inpatient complications index within the national IBM Watson Health 100 Top Hospitals® index. It is also in the top 10% in the nation for a sustained pressure ulcer rate of zero. For several key measures of inpatient and outpatient engagement, WPH has achieved top 10% performance in the nation and rates in the top 100 of 1,800 organizations in all industries for team member engagement based on the Great Place to Work® Trust Index© survey results.

    The National Institute of Standards and Technology (NIST) manages the Baldrige Award in cooperation with the private sector. An independent panel of judges reviewed the evaluations performed by the Baldrige Performance Excellence Program’s all-volunteer Board of Examiners and recommended this year’s award recipients from a field of 20 applicants.

    The expert Baldrige judges evaluate organizations in seven areas defined by the Baldrige Excellence Framework: leadership; strategy; customers; measurement, analysis and knowledge management; workforce; operations; and results. For the first time in the Baldrige Award program’s 32-year history, site visits — including document reviews, interviews, focus groups and other interviewing methods — were conducted virtually due to the pandemic.

    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, 134 national-level awards have been presented to 124 organizations (including eight two-time award recipients and one three-time recipient).

    The Baldrige program is a public-private partnership managed by NIST and funded in part through user fees and support from the Baldrige Foundation. The 2021 Malcolm Baldrige National Quality Award Application forms are now available for interested U.S. organizations. The 2021-2022 Baldrige Excellence Framework will be available in December 2020 (Business/Nonprofit) and January 2021 (Health Care and Education).


  2. Calling all Business Excellence Award Winners and Applicants – An Opportunity to Participate in Leading-Edge Research on Achieving & Sustaining Performance Excellence

    November 17, 2020 by BPIR.com Limited

    The article below describes the Centre for Organisational Excellence Research (COER)’s research on “Organisational Excellence Architecture”– the ingredients required to help organisations on the journey to business excellence. We are inviting Business Excellence Award Winners and Applicants to participate in this exciting research project and benefit from the research findings. If you are interested, please send me an email, and I will send you further details.

    Atif Baig, Research Associate, COER, Massey University a.baig@massey.ac.nz

    Organisational Excellence Architecture (OEA) – The concept that each Business Excellence practising organisation should know to attain an accelerated BE journey.

    This article introduces a novel concept of Organisational Excellence Architecture (OEA) requisite to implement Business Excellence (BE). OEA refers to the formal structure used to assist in the implementation of BE within an organisation. This support structure may consist of roles/responsibilities, resources, processes, assessment tools and rewards and recognition system that organisations put in place to implement and accelerate BE journey. To further investigate the components and importance of OEA in accelerating BE journey, a new PhD research project has been initiated by the Centre for Organisational Excellence Research (COER) and Massey University, New Zealand. The outcome of the study will guide BE practicing organisations on ‘how to’ implement and fast-track their BE journey in a cost and time-efficient way. Participating organisations will contribute to this research by completing an online survey, followed by an optional structured interview. All participants will get a detailed report of this study which will help them to reflect on their existing OEA and to learn from the best practices on the successful implementation of BE. This research has support and approval of the Global Excellence Models (GEM) Council and Global Benchmarking Network (GBN).

    Background:
    Agility, innovation, continuous improvement, and sustainable competitiveness are among the most used buzzwords of today’s corporate world. Organisations, irrespective of their size, nature of business, geographical location, eagerly wish to embed these superior traits in their organisation’s DNA. Additionally, due to severe competition in all aspects of business activity, organisations are compelled to continuously improve their processes, products, and services to survive and lead in markets where they operate. In other words, these deliberate leadership efforts to become the best in all organisational activities is business excellence (BE). Excellence is defined by the Global Excellence Model (GEM) Council as the ‘continuous improvement of outcomes to all stakeholders’.

    BE practices provide organisations with structured guidance that enable them to assess their competitive strengths, derive and deploy their strategic plans and most importantly, identify opportunities to learn. Furthermore, as a management practice, BE helps organisations in developing and strengthening their overall management systems continually for sustainable performance and ultimately create value for stakeholders. BE models (BEMs) were introduced in the late 1980s and serves as a platform to define, develop, assess and achieve strategic objectives. BEMs such as the Malcolm Baldrige National Quality Award (MBNQA), European Foundation for Quality Management (EFQM), Australian Business Excellence Framework (ABEF) and their corresponding national awards provides a robust leadership and management system. BEMs help organisations to pursue Excellence and provide a platform to quantify and measure Excellence maturity. BE maturity can be explained as a state of a BE journey where organisations successfully embed Excellence in the organisations’ culture. A BE journey starts with an organisation’s informed decision towards quality and making firm commitments for Excellence. At the moment, there are 67 national quality awards (NQAs) used in 56 countries across the world.

    Business Excellence Models and their significance
    In the last three decades, BEMs and awards have contributed significantly to organisational performance. Key benefits of adopting any BEM includes; reputation, good governance, sustainability and profitability. BEM’s success, however, depends on how organisations implement their BE ambitions and integrate ‘continuous improvement’ and agile thinking in their organisational systems. Additionally, implementation of BE is dependent on the strategic and logistical design of the organisation, and therefore, without holistically considering these factors, achieving the required objectives would be difficult. Some of these factors would involve internal structure settings such as: setting up BE improvement teams or steering committees; internal processes including communication process on BE related activities, undertaking BE assessments and conducting regular staff training. Consequently, these initiatives lead towards achieving BE maturity.

    Current state of BE implementation research and potential limitations
    A comprehensive literature review was conducted to comprehend existing research and practices to support successful BE implementation. This review revealed that there is a significant scholarly focus on BE philosophy, BEMs’ history and evolution, BE application within different sectors and BE’s impact on organisational performance. However, surprisingly, no research was found that specifically investigated ‘how’ organisations implement and achieve BE maturity. Similarly, a review of BE award winners’ applications revealed sparse information on how BE was implemented with most award applications silent on organisational support structures and allocated resources to facilitate BE activities. These award applications were ambiguous on critical processes such as self-assessments, internal communication and reward and recognition schemes to encourage sustainable BE.
    In summary, there is a significant research gap concerning the optimum organisational excellence architecture to implement and embed a sustainable BE culture.

    Unpacking OEA – An Overview of the Research Project
    The Centre for Organisational Excellence Research (COER), Massey University, New Zealand, has recently initiated an exciting research project on successful BE implementation. This research introduces a novel concept of organisational excellence architecture. OEA can be defined as the formal support structure used to implement BE within an organisation. The research aim is to investigate an optimum organisational infrastructure such as resources, internal supporting structure, processes and level assessment tools required to facilitate and accelerate the excellence journey to achieve maturity and a sustainable BE culture within the organisation. This study is an extension of COER’s existing research called “Excellence Without Borders (EWB)” and aims to examine global BE practices from an implementation perspective.

    The main objectives of the proposed research are:

    1. To define organisational excellence architecture (OEA) required to achieve business excellence at different stages of excellence journey.
    2. To identify components of OEA.
    3. To establish if OEA is dependent on certain factors such as BE maturity, industry, size, sector, and urgency to implement BE.
    4. To develop a ‘how-to’ guide on OEA for each stage of the excellence journey.

    Research Design
    The research design for this project involves an intensive literature review, analysis of BE award winners’ submission reports, online surveys and (optional) structured interviews to develop a conceptual model of OEA. The online survey and structured interviews will help to understand the importance and current state of OEA from the participating BE organisations. Considering the high practical relevance of this research project, the GEM Council (which consists of organisations that are recognised globally as the guardians of premier excellence models and award processes), Global Benchmarking Network and New Zealand Business Excellence Foundation (NZBEF) has already approved and supporting the proposed project.

    Invitation to participate in the research:
    Organisations that have reached a high level of maturity with regards to business excellence (award applicants and winners) are invited to participate through completing the survey with an optional opportunity to participate in follow-up structured interviews. The survey will introduce OEA to the participants and obtain feedback on their respective OEA to drive a BE agenda within their organisations. The study will be launched in November 2020 with an online survey.

    Key benefits for participating organisations:

    1. Answering the survey questions will help organisations to reflect on their existing BE approach and assess the effectiveness of their respective BE structure.
    2. All participating organisations will receive a report of the survey findings enabling them to learn from best practices on how to introduce and accelerate their BE journey.

    How to participate in this research?
    If your organisation is following BE practices and at a high level of maturity (award applicants and winners), please join and participate in this research. Please email your interest and any questions to Atif Baig at a.baig@massey.ac.nz, we will contact you accordingly.

    Atif Baig is a Research Associate at the Centre for Organisational Excellence Research (COER), Massey University, New Zealand. He is currently doing his PhD and investigating BE models from an implementation viewpoint. The research team includes Dr Robin Mann, Head – COER, Dr James Lockhart and Dr Wayne Macpherson, Massey University, New Zealand.


  3. Baldrige Framework Serves as Foundation of Inaugural Presidential Workforce Award

    November 12, 2020 by BPIR.com Limited

    Leaders representing Pledge to America’s Workers Presidential Award organizational winners pose at the White House.

    Originally posted on Blogrige by Dawn Bailey

    In July 2018, President Donald Trump launched the Pledge to America’s Workers initiative aimed at increasing the private sector’s role in training American workers for American jobs. By signing the pledge, organizations committed to creating new or enhanced education and training opportunities for American students and workers, and became eligible for an associated award (only organizations that signed the pledge were eligible). Since the pledge launch, more than 430 companies, trade associations, and unions have signed on, committing to over 16 million job training opportunities over the next five years.

    Baldrige Framework Foundation
    The Baldrige Program was asked to lead the effort to design and implement the new Pledge to America’s Workers Presidential Award, intended to recognize excellence in workforce education and training thereby encouraging other organizations to do the same. Collaboration and support came from the U.S. Department of Commerce, National Institute of Standards and Technology, Department of Labor, and the White House.

    The criteria for the new award were based on the Organizational Profile and Workforce category of the 2019-2020 Baldrige Excellence Framework: Proven Leadership and Management Practices for High Performance. As part of a 10-page application, organizational award applicants answered questions that focused on the importance of results.

    Applicants were asked to demonstrate their excellence in skill-based training programs through measurable outcomes, how the training benefits workers in a strategic sector or across the organization, and how it connects to broader strategic priorities and performance goals. The training was expected to be free for participants, replicable, and scalable across the organization.

    In addition to a non-rated Organizational Context section, the application was divided into three sections:

    • Workforce Development Strategy: Examines the organizational strategy and planning process that underlies the organization’s workforce planning and more specifically its skill-based training programs.
    • Workforce Development Implementation: Describes how the organization implements its skill-based training programs.
    • Workforce Development Results: Details the measurable outcomes and impact from the organization’s skill-based training programs and the use of evidence to continue developing those programs.

    Federal employees, primarily pulled from the Departments of Commerce, Education, and Labor, comprised the evaluators for the award. A four-hour virtual training for evaluators used the 2018 Baldrige Case Study: Green Gateway

    Pledge to America’s Workers Award Ceremony

    The Baldrige Foundation contributed the trophies for the inaugural Pledge to America’s Workers Presidential Award.

    The presidential award presented today is rooted in NIST’s Baldrige Performance Excellence Program, which was established under President Reagan to acknowledge American businesses that adopt a wide range of industry best practices, including workforce education and training.

    The Baldrige Program looks at organizations holistically, and it emphasizes the need to show actual results. Consistent with these principles, the nine Pledge to America’s Workers Presidential Award Winners are delivering results to their workers. . . . Many have curricula that reach high school children to introduce them to new careers, as well as programs that help mature workers continue advancing in their careers.

    Nine organizations won the inaugural Pledge to America’s Workers Presidential Award for their excellence in workforce education and training:

    • American Hotel & Lodging Association
    • Associated Builders and Contractors
    • Lockheed Martin Corporation
    • National Retail Federation
    • Northrop Grumman Corporation
    • Oberg Industries, LLC
    • Textron Inc.
    • Volkswagen Group of America
    • Zurich North America

    According to Advisor to the President Ivanka Trump, “Nine incredible organizations and of course private-sector companies who are receiving the inaugural Pledge to America’s Workers prov[e] that investing in the workforce is the country’s greatest asset by far and is not just an activity that feels good, it’s also smart business…. [This is] accelerating the trend to make sure that the American worker has the skills for the jobs that exist today and the jobs of the future.”


  4. Listing and analysis of Business Excellence journal papers from 1990 to today – Update

    October 12, 2020 by BPIR.com Limited

    Saad Ghafoorab, Nigel Grigga, Sanjay Mathrania and Robin Mannab
    aDepartment of Operations and Engineering Innovation, Massey University, New Zealand
    bCentre for Organisational Excellence Research, Massey University, New Zealand

    12 October 2020

    The Excellence Without Borders (EWB) project is the largest study on Business Excellence (BE) to date. The project aims to investigate BE practices and strategies of the BE custodians. The latest research findings from this project can be found here.

    As part of this research a comprehensive literature of BE was undertaken. The findings including a full listing of peer reviewed BE journal papers are presented in this article.


    415 Business Excellence papers have been published from 1990 onwards

    BE journal papers were identified using the Scopus Elsevier database. Twenty-nine (29) keywords were searched for in paper titles and then the papers were thoroughly scrutinized to ensure that only genuinely peer reviewed BE focused journal papers were shortlisted. For the purpose of this research, the definition of BE used was as follows: “Business excellence is “excellence” in strategies, processes, and stakeholder related performance results that have been validated by assessments using proven business excellence models”. This definition was used to ensure there is alignment between this study’s definition and the understanding of business excellence as portrayed by the Global Excellence Model (GEM) Council.

    With respect to this understanding and the tens of thousands of organisations that use these models, the major components of business excellence are: –

    1. The core values and concepts of excellence (Baldrige) (NIST, 2019) or fundamental concepts of excellence (EFQM) (EFQM, 2019) which are considered as the building blocks of BE.
    2. The BE criteria (displayed as a 9-criteria BE model by EFQM and 7-criteria model in Baldrige). Both models show the interrelationship between the criteria and its relationship to business enablers and business results (thus providing a holistic model of excellence). The core values and concepts of excellence are embedded in these criteria.
    3. Assessment methodology whereby a scoring mechanism of 1000 points is provided and guides organisations on assessment against the model, from simple self-assessments to rigorous externally validated assessments for national business excellence awards. Both models also provide tools to assist in assessing business enablers and results using the RADAR (Results, Approach, Deployment and Assess and Refine) approach provided by EFQM and ADLI (Approach, Deployment, Learning, and Integration) in the Baldrige framework. In both types of models, assessment scores of 600+ are considered as highly mature in terms of business excellence and organisations scoring at this level have the opportunity to become recognised at a national award level.

    A paper was classified as a BE paper only if it satisfied all the following conditions:

    • The paper was predominantly (at least 50%) focused on BE;
    • The research was related to BEFs as advocated by the GEM Council. Therefore, researching their theory or use or proposing a development or variant of these established frameworks supported by research validating any proposed change

    Papers have been identified and listed in sequence of their average citations per year to help researchers in BE in carrying out their literature review and to improve their understanding of BE. It is realized that the number of raw citations might not be the best measure for ranking the papers in terms of their impact because there may be a bias favouring the older published papers over the newer ones. In order to remove this bias these papers have been listed on the basis of their average citations per year.

    Key Findings

    52.7% of BE papers are published in or after 2010 and 25% in the last 5 years (2016 or after)

    The most popular journals for publishing BE papers in were Total Quality Management and Business Excellence (89 papers), The TQM Journal (38 papers) and International Journal of Quality and Reliability Management (37 papers).

    The journals that had published more than 5 BE journal papers and had the highest citations rates were Journal of Operations Management (12 citations per paper), International Journal of Production Research (5.4 citations per paper), and International Journal of Operations and Production Management (3.2 citations per paper).

    Research on the design and composition of models was the most popular research topic.

    The paper with the most citations, 326 citations, was titled “An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model” and second with 296 citations was “The Project Excellence Model®: Linking success criteria and critical success factors”

    The most average citations per year for a paper was 29.6 for two papers “An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model” and 21 for The application of performance measurement system model using Malcolm Baldrige Model (MBM) to support Civil State Apparatus Law (ASN) number 5 of 2014 in Indonesia”

    Most papers had an average of 2 citation per year.

    The authors that had published the most BE papers were Robin Mann, New Zealand (15 papers), Nigel Grigg, New Zealand (8 papers), Ana Belén Escrig-Tena, Spain (7 papers) and James Evans, United States (7 papers).

    The worksheet in the attached excel Excel File list all the BE Papers: This worksheet contains the list of all 415 papers, their number of citations, and average citations per year by paper.

    Ongoing research

    The listing and analysis of BE journal papers will be updated yearly thus providing a continuously up-to-date source of information on BE for researchers.

    Please let us know if we are missing any information or if you find any errors

    Contact:

    Saad Ghafoor
    PhD Researcher Excellence Without Borders
    Massey University, New Zealand

    Email: s.g.ghafoor@massey.ac.nz

    Dr. Robin S. Mann
    Founder and Head of the Centre for Organisational Excellence (COER) Ltd.
    Chief Supervisor
    Massey University, New Zealand

    Email: r.s.mann@massey.ac.nz


  5. Should Your Organization Have a Work from Home Pledge?

    September 16, 2020 by BPIR.com Limited

    Originally posted on Blogrige by Harry Hertz

    In a recent blog, entitled The New Normal Will Require RE2ST3, I asserted one of the components of the new normal will be long-term work from home (telework). I believe this shift will require all organizations to examine key factors associated with employee engagement. That is the topic of this blog post.

    Background
    Let me share some data and information relevant to our collective experiences over the last few months, as massive rapid shifts to telework occurred.

    Bloomberg Business reported on a study of 3.1 million people at more than 21,000 companies in 16 cities around the globe, comparing workforce behaviors over two eight-week periods one before and one after pandemic shifts to telework:

    • With telework the average workday lasted 48.5 minutes longer
    • The number of meetings increased by 13%
    • The number of meeting attendees increased by 14% (The average length of meeting decreased by 20%.)
    • Internal e-mails increased by 5%
    • The number of e-mails sent “after hours” increased by 8%

    A Bloomberg report on U.S. workers concluded:

    • People were working three additional hours in the U.S. and logging in at odd hours according to VPN data; there was a spike in usage from midnight to 3 a.m.
    • Boundaries between work and life have virtually disappeared
    • Burnt-out employees feel they have less free time than they had when they “wasted” hours commuting and they feel pressure from bosses to prove they are working
    • A survey of 1,001 U.S. employees conducted by Eagle Hill Consulting showed that almost half attributed their mental toll to an increased workload, the challenges of juggling personal and professional lives, and a lack of communication and support from their employer

    Recognizing the shift to remote work as a permanent change, the sports outfitter REI, has recently put its almost completed eight-acre new corporate headquarters on the market. Designed for the outdoor lifestyle the campus included such amenities as a fire pit, a blueberry bog, courtyards with native plants, and al fresco conference rooms. According to REI’s chief customer officer, Ben Steele, “We’re a national organization, and life outdoors looks different in, say, Atlanta than it does in Seattle than it does in Minneapolis or L.A.” REI’s stores are dispersed why shouldn’t the same be true for HQ personnel.

    Recognizing the stress and burn-out of employees, a large tax auditing firm, Withum, decided to give every employee Friday, August 28th off with instructions to disconnect and use the day to reset and recharge.

    Work from Home Pledge
    In late May 2020, cognizant of the strain on employees, IBM CEO Arvind Krishna, working with a group of IBMer’s issued an eight-point work from home pledge to and for employees:

    1. I pledge to be family first.
    2. I pledge to support flexibility for personal needs.
    3. I pledge to support “not camera ready” (on video calls) times.
    4. I pledge to be kind.
    5. I pledge to set boundaries and prevent video fatigue.
    6. I pledge to take care of myself.
    7. I pledge to frequently check in on people.
    8. I pledge to be socially connected with my coworkers.

    Your Call to Action
    Your organization and its leaders probably have to address the new reality of some permanent work from home. A workforce pledge may be an option to consider. It may also be appropriate to acknowledge the added stress by having a periodic day to reset and recharge. Whatever you do, the Baldrige Excellence Framework offers some criteria questions that take on new meaning in the “new normal.” Even if you have addressed all the criteria questions in the last year, it may be time to reconsider your answers. Here are some examples of topics to readdress (also proving the benefit of using the Baldrige framework in all situations):

    • From the Organizational Profile, defining your organization’s key characteristics, P.1a(3) on workforce profile
      • Do you have to reconsider employee segmentation?
      • What are new key drivers of employee engagement?
      • What are new health and safety requirements?
    • From the Leadership category
      • How do your senior leaders create an environment for success, including setting culture, two-way communication, and development of future leaders?
      • How do senior leaders create a focus on action, including setting expectations and demonstrating personal accountability?
    • From the Workforce category
      • How do you prepare your workforce for the changing capability and capacity needs?
      • How do you organize and manage at home and on site employees (and volunteers)?
      • How do you support your at home and on site employees with services and appropriate policies?
      • How do you assess workforce engagement?
      • How do you support the personal development of workforce members, manage their career development, and carry out succession planning?

    Some Concluding Reflections
    If a work from home pledge is right for your organization, how will you involve the workforce in its development? If it is not a good fit for your culture, why not? And, the big question, how will you maintain the all-important engagement of your workforce (without burnout)?

    Please let me know how your organization is addressing these questions.