Malcolm Baldrige National Quality Award

1. Baldrige National Quality Program Malcolm BaldrigeNational Quality Award Why Apply?

2. Why Apply for the Baldrige Award? • To improve performance and achieve world-class results • To seek “the most cost-effective, value-added business audit available” • To objectively clarify your organization’s strengths and weaknesses

3. What Others Are Saying “I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking disciplined action to create great organizations that produce exceptional results.” — Jim Collins, Author of Good to Great: Why Some Companies Make the Leap… and Others Don’t

4. Benefits of Applying • Accelerate improvement efforts • Energize employees and improve morale • Gain an outside perspective • Learn from the feedback • Engage customers

5. Benefits of Applying • Align efforts and resources • Develop an integrated management approach • Focus on results • Enhance benefits of certification and accreditation efforts • Gain opportunity to become a national role model • Earn prestige of being a Presidential-Award recipient, if selected

6. What Others Are Saying Let me recall the staggering benefits which are waiting for the [United States] as we go forward with our own quality revolution: • Regaining market share • Bringing back the jobs we exported • Wiping out the bulk of our trade deficit Those are goals which deserve the unified support of all of us. The activities surrounding the Baldrige Award have been a valuable contribution toward reaching those goals. —Joseph M. Juran, founder of the Juran Institute, Inc.

7. The Feedback Report: Your Greatest Benefit • Written assessment of strengths/ opportunities for improvement • Compiled by a team of expert Examiners • The report includes • a key themes summary • organization-specific comments • individualized scoring information • the scoring distribution

8. 2007 Baldrige Award Applicants by Scoring Band

9. Scoring for Award Applicants, 1988–2007

10. What Others Are Saying “The Baldrige assessment is the best consulting available. Teams of highly experienced experts analyze every aspect of your organization’s strengths and weaknesses as presented by your own internal review. This internal and external review forces continuous assessment, learning, deployment, and integration of key business processes.” • Ken Davis • Chief Medical Officer • North Mississippi Medical Center • Baldrige Award Recipient, 2006

11. Baldrige and Other Performance Management Systems • ISO 9001 • Health care accreditation, such as the Joint Commission (formerly JCAHO) • Education accreditation, such as the North Central Association of Colleges and Schools • Basic difference: excellent performance versus minimum required performance

12. How is Baldrige Different? • Offers an overall systems framework • Focuses on results in all areas • Focuses on the future—a strategic view • Includes organizational and personal learning and knowledge sharing • Includes corporate governance, ethics, societal responsibility, and sustainability • Provides a public service in the national interest

13. Baldrige, ISO 9001, and Six Sigma • May compete for the same resources • Serve different but compatible purposes • ISO 9001 and Six Sigma represent a fraction of the performance management system in the Baldrige Criteria

14. What Others Are Saying “It amazes me that U.S. businesses spend so much money on ‘how-to’ books and coursework to teach leaders how to build successful organizations. My recommendation: implement the Baldrige-based Criteria in your business. No other single document can help build a long-term successful organization.” • Jerry Rose, Former PresidentSunny Fresh Foods, Inc. Baldrige Award Recipient, • 1999 and 2005

15. Baldrige and Joint Commission Similarities • Focus on continuous improvement • Are based on a set of core values • Offer a means for self-assessment

16. Joint Commission Focuses on patient care Establishes minimum standards for accreditation Considers individual factors Baldrige Overall organizational focus, including focus on patients Role-model performance Considers individual factors and strategic challenges and advantages Baldrige and Joint Commission Differences

17. What Others Are Saying Through Baldrige we have learned that there are no destinations on the journey—only more opportunities for improvement. What a remarkable method to move an organization forward. —W. Paul Worstell, President of 2007 Award recipient PRO-TEC Coating Company

18. Baldrige and NCA • NCA CASI has adopted Baldrige-compatible criteria as the basis of its new district and school accreditation frameworks. • The NCA Higher Learning Commission has created the NCA Academic Quality Improvement Project (AQIP) to infuse quality in colleges and universities.

19. What Others Are Saying “Going through the full application cycle was a major catalyst in improving our organization. It served as the primary learning tool as we dissected the Criteria, analyzed the requirements, and developed our responses. For an affordable application fee and site visit expenditure, Baldrige provides education applicants with … expertise that would be too costly for us to purchase in the open market.” • Dr. Frank Auriemma, Superintendent • Pearl River School District • Baldrige Award Recipient, 2001

20. The Bottom Line: Results • Improved customer engagement and loyalty • Higher return on assets and other scores

21. The Bottom Line: Results • Greater workforce productivity, engagement, and achievement • Increased market share

22. The Bottom Line: Results • Reduced cycle time • Decreased time to market

23. The Bottom Line: Results • Lowered costs • Increased revenue

24. Resources for More Information • Most Baldrige National Quality Program (BNQP) documents are available both in printed form and on the BNQP Web site. • To obtain these documents, call (301) 975-2036, e-mail baldrige@nist.gov, or visit www.nist.gov/baldrige.