1 / 26

Malcolm Baldrige National Quality Award

Baldrige National Quality Program. Malcolm Baldrige National Quality Award. Judges’ Survey Results 2003-2008. Topics for Review. Response Rates Applicant Characteristics Satisfaction with - Criteria Feedback Reports Overall Process Potential Changes to Survey.

will
Download Presentation

Malcolm Baldrige National Quality Award

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Baldrige National Quality Program Malcolm BaldrigeNational Quality Award Judges’ Survey Results 2003-2008

  2. Topics for Review • Response Rates • Applicant Characteristics • Satisfaction with • - Criteria • Feedback Reports • Overall Process • Potential Changes to Survey

  3. MBNQA Judges’ SurveyResponse Rates 27 of 60 34 of 64 48 of 86 55 of 84 56 of 85

  4. MBNQA Judges’ SurveyWho Responded? Total Responses N = 56

  5. MBNQA Judges’ SurveyS/L Programs an Important Partner

  6. MBNQA Judges’ Survey What prompted your organization’s interest in using the Criteria? (could choose more than one response) • State or Local Award Participation (n=35) 2 Contact with Baldrige Award recipient (n=26) 3 Word of mouth from other organizations (n=25) 4 Quest for Excellence/Regionals (n=22) 5 Baldrige Examiner in organization (n=17)

  7. MBNQA Judges’ SurveyWhat was your organization’s primary goal in applying for the Baldrige Award? The options ‘validate progress made on improvements’ and ‘customer requirement’ were added in 2005

  8. MBNQA Judges’ SurveyThe Criteria Items Are Clear “Top Box” (21%) (21%) (29%) (23%) (21%)

  9. MBNQA Judges’ SurveyTheCriteriaare Relevant (76%) “Top Box” (48%) (51%) (62%) (68%)

  10. MBNQA Judges’ SurveyInteraction with NIST and ASQ

  11. MBNQA Judges’ Survey Overall Satisfaction with the Feedback Report “Top Box” (40%) (50%) (55%) (35%) (34%)

  12. MBNQA Judges’ SurveyTimeliness of the Feedback Report (48%) “Top Box” (54%) (50%) (55%) (40%)

  13. MBNQA Judges’ Survey Objectivity of the Feedback Report “Top Box” (54%) (46%) (26%) (47%) (35%)

  14. MBNQA Judges’ SurveyRelevance ofFeedbackReport (50%) (46%) (55%) (37%) (41%) “Top Box”

  15. MBNQA Judges’ SurveyValue of Feedback Relative to Investment “Top Box” (45%) (42%) (55%) (35%) (49%)

  16. MBNQA Judges’ SurveyNew Feedback Report Items Accuracy of Strengths Accuracy of OFIs

  17. MBNQA Judges’ SurveyNew Feedback Report Items Usefulness of Key Themes Clarity of Strengths Clarity of OFIs

  18. MBNQA Judges’ Survey Likelihood You’ll Reapply

  19. MBNQA Judges’ Survey Would you recommend to others? (72%) (68%) (73%) (69%) (67%) “Definitely”

  20. MBNQA Judges’ SurveyOverall Satisfaction with Award Process “Top Box” (24%) (57%) (41%) (33%) (37%)

  21. Issues with Satisfaction Surveys • Too many surveys, too many questions • Employees don’t know how to take corrective action • Scores don’t link to behaviors • Surveys confuse transactions with relationships • Satisfaction surveys dissatisfy customers • -- From The Ultimate Question; • F. Reicheld

  22. Issues with Judge’s Survey • Response rates should be higher • We already know the answer to many of the questions • Confounding results • Don’t currently link results to behaviors • Not enough actionable feedback • Much of the data doesn’t really align with “Customer Engagement”

  23. Potential Changes • Move to a “Net Promoter” like metric • “How likely is that you would recommend X to a friend or colleague?” • Extremely Not at All • Likely Likely • 10 98 76 5 4 3 2 1 0 Promoter Passive Detractor

  24. Potential Changes NPS = % Promoter - % Detractor Select NPS “Stars” Most Recent BNQP “NPS” Harley Davidson 81% Costco 79% 53% SAS 66% Intuit 58% Southwest Air. 51%

  25. Potential Changes “How likely is it that you would recommend use of the Baldrige Criteria for organizational improvement to a professional colleague?” “What is the most important improvement that would cause you to rate this closer to a 10?”

  26. Potential Changes “How likely is it that you will reapply to the Award Program in the next two years?” “What is the most important improvement that would cause you to rate this closer to a 10?”

More Related