baldrige criteria

7/28/2019 Baldrige Criteria

1/38

This book is a concise guide to understanding and using the BaldrigeCriteria to bring world-class status to an organization. It describes with

academic rigor why it makes sense to undertake this journey and the

organizational factors that guarantee success. I recommend it for senior

leaders who want to know why implementing the Baldrige Award process

is a sound financial investment.

David Branch

Chair, Board of Directors, Texas Award

for Performance Excellence

CEO, Branch-Smith Printing

Recipient 2002 Malcolm Baldrige National Quality Award

If youre looking for a no-nonsense, roll-up-your-sleeves-and-get-it-done

guide to applying the Baldrige Criteria, this is the book. It cuts through the

hype and helps you hit the ground running. The authors know the Criteria

and they are veterans of applying it every day in their work. Understanding

both the principles and the practice is what makes this book special.

Tom Mosgaller

Past Chair, ASQ Board of Directors

This book, The Executive Guide to Understanding and Implementing the

Baldrige Criteria, takes into account a breadth of research, confirming not

only the conventional wisdom but also the most current thinking on the

impact of performance excellence. Leonard and McGuire have focused on

essential information of value to newcomers and experienced practitioners

alike. This book will be a welcomed addition to any performance excellence

library or training toolkit.

Elizabeth Clark Menzer

Executive Director

Wisconsin Forward Award, Inc


2/38

This is one of the best books Ive seen on the Baldrige Award process. Itmakes a convincing case for Baldrige, and shows how to get positive results

while avoiding pitfalls. It is exceptionally well documented. The case

examples give numerous hints on the right way to proceed. Although it was

written primarily for managers, I think it has real value as a supplementary

text in college Quality Management courses.

Roger Berger, PhD

Professor Emeritus, Iowa State University

Past Chair, Quality Management Division, ASQ

This book stays away from typical quality jargon, which will help readersengage the Criteria effectively.

Jerry Mairani, Chairman, ASQ


3/38

The Executive Guideto Understanding and

Implementing theBaldrige Criteria

Improve Revenue and CreateOrganizational Excellence


4/38

Also available from ASQ Quality Press:

The Executive Guide to Understanding and Implementing Quality Cost Programs:

Reduce Operating Expenses and Increase Revenue

Douglas C. Wood

The Executive Guide to Understanding Employee Engagement: Expand Capacity,

Increase Revenue, and Save Jobs

Pat Townsend and Joan Gebhardt

The Executive Guide to Understanding and Implementing Lean Six Sigma:

The Financial Impact

Robert M. Meisel, Steven J. Babb, Steven F. Marsh, and James P. Schlichting

Insights to Performance Excellence 2007: An Inside Look at the 2007 Baldrige

Award Criteria

Mark L. Blazey

Transformation to Performance Excellence: Baldrige Education Leaders Speak Out

Sandra Cokeley, Margaret A. Byrnes, Geri Markley, and Suzanne Keely, editors

Business Performance through Lean Six Sigma: Linking the Knowledge Worker, the

Twelve Pillars, and Baldrige

James T. Schutta

Homeland Security Assessment Manual: A Comprehensive Organizational

Assessment Based on Baldrige Criteria

Donald C. Fisher

The Certified Manager of Quality/Organizational Excellence Handbook:

Third Edition

Russell T. Westcott, editor

The Quality Improvement Handbook, Second Edition

ASQ Quality Management Division and John E. Bauer, Grace L. Duffy,

Russell T. Westcott, editors

The Executive Guide to Improvement and ChangeG. Dennis Beecroft, Grace L. Duffy, John W. Moran

Principles of Quality Costs: Principles, Implementation, and Use, Third Edition

Jack Campanella, editor

To request a complimentary catalog of ASQ Quality Press publications,

call 800-248-1946 or visit our Web site at http://qualitypress.asq.org.


5/38

ASQ Quality Press

Milwaukee, Wisconsin

The Executive Guideto Understanding and

Implementing theBaldrige Criteria

Improve Revenue and CreateOrganizational Excellence

The ASQ Quality Management DivisionEconomics of Quality Book Series

Denis Leonard

Mac McGuire


6/38

American Society for Quality, Quality Press, Milwaukee 53203

2007 by ASQAll rights reserved. Published 2007Printed in the United States of America13 12 11 10 09 08 07 5 4 3 2 1

Library of Congress Cataloging-in-Publication Data

The executive guide to understanding and implementing the Baldrige criteria: improverevenue and create organizational excellence / Denis G. Leonard, Mac McGuire.

p. cm.Includes bibliographical references and index.ISBN 978-0-87389-717-41. Total quality managementEvaluation. 2. Organizational effectivenessEvaluation.3. Industrial efficiencyEvaluation. 4. Industrial productivityEvaluation. 5. MalcolmBaldrige National Quality AwardCase studies. I. McGuire, Mac, 1969- II. Title. III.

Title: Guide to understanding and implementing the Baldrige criteria.

HD62.15.L46 2007658.4013--dc22

2007011954No part of this book may be reproduced in any form or by any means, electronic,mechanical, photocopying, recording, or otherwise, without the prior written permissionof the publisher.

Publisher: William A. TonyAcquisitions Editor: Matt T. MeinholzProject Editor: Paul OMaraProduction Administrator: Randall Benson

ASQ Mission: The American Society for Quality advances individual, organizational,and community excellence worldwide through learning, quality improvement, andknowledge exchange.

Attention Bookstores, Wholesalers, Schools, and Corporations: ASQ Quality Pressbooks, videotapes, audiotapes, and software are available at quantity discounts withbulk purchases for business, educational, or instructional use. For information,please contact ASQ Quality Press at 800-248-1946, or write to ASQ Quality Press,P.O. Box 3005, Milwaukee, WI 53201-3005.

To place orders or to request a free copy of the ASQ Quality Press PublicationsCatalog, including ASQ membership information, call 800-248-1946. Visit ourWeb site at www.asq.org or http://qualitypress.asq.org.

Printed in the United States of America

Printed on acid-free paper


7/38

Denis Leonard would like to dedicate this book to

his wife Mary for her caring and support.

Mac McGuire would like to dedicate this book tohis loving mother Mary Ann for her never-ending

and life-long caring, guidance, and support.


8/38


9/38

ix

Table of Contents

Figures and Tables. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xv

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvii

Acknowledgements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxi

Chapter 1 Understanding Baldrige . . . . . . . . . . . . . . . . . . . . . . 1

Background of the Malcolm Baldrige National Quality

Award (MBNQA) Criteria for Performance

Excellence (CPE) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Origins of the Baldrige Criteria . . . . . . . . . . . . . . . . . . . . . . . . . 2

Purpose of the Baldrige Criteria. . . . . . . . . . . . . . . . . . . . . . . . . 4

The Baldrige Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Organizational Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Seven Categories. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Effective Organizational Improvement Model. . . . . . . . . . . . . . 9

Benefits, Considerations, and Disadvantages of

Implementing the Baldrige Criteria: One

Research Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Need for Strategy and Leadership . . . . . . . . . . . . . . . . . . . . . . . 13

Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Summary Questions for Consideration . . . . . . . . . . . . . . . . . . . 14


10/38

Chapter 2 Financial Impact of the Baldrige Criteria . . . . . . . . 17The Baldrige Criteria: Key Issues in Context. . . . . . . . . . . . . . . 17

Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24


Chapter 3 Other Impacts of the Baldrige Criteria . . . . . . . . . . 29

Self-Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Organizational Improvements . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Employee Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Considerations Before Adoption/Implementation Efforts . . . . . 31

Dealing with Change in Implementation . . . . . . . . . . . . . . . . . . 31

Role of Senior Leaders in Implementation of

Baldrige Criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Leader Competency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Leadership Attitudes about the Baldrige Criteria. . . . . . . . . . . . 33

Disadvantages of Adoption/Implementation . . . . . . . . . . . . . . . 34

Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34


Chapter 4 Implementing the Baldrige Criteria . . . . . . . . . . . . . 41

Implementation Considerations . . . . . . . . . . . . . . . . . . . . . . . . . 41

Time and Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Senior Leader Commitment. . . . . . . . . . . . . . . . . . . . . . . . . . 42

Defined Implementation Plan . . . . . . . . . . . . . . . . . . . . . . . . 43

Importance of Training. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

Phases in the Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

Impact of Change in Baldrige Criteria Implementation. . . . . . . 46

Kotters View of Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Senior Leaders and Change: Other Thoughts . . . . . . . . . . . . 52

The Learning Organization . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Benefits of Being an Examiner. . . . . . . . . . . . . . . . . . . . . . . . . . 55

Examiner Selection and Training Process. . . . . . . . . . . . . . . 56

Learning Approaches. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57

Management Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57

Links to Knowledge Management and

Organizational Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60


x Table of Contents


11/38

Chapter 5 Site Visits and Feedback Reports . . . . . . . . . . . . . . . 67Gaining Maximum Value from National Baldrige

or State Quality Award Feedback Reports

and Site Visits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

The Site Visit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

Sustaining Momentum after the Site Visit . . . . . . . . . . . . . . 70

Addressing the Feedback Report . . . . . . . . . . . . . . . . . . . . . . . . 71

Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72


Chapter 6 Case Studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

Sunny Fresh Foods, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

DynMcDermott Petroleum Operations Company . . . . . . . . . . . 74

Park Place Lexus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Richland College . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Jenks Public Schools. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

Bronson Methodist Hospital . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77


Chapter 7 Final Thoughts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

Appendix A 2007 Malcolm Baldrige Award Criteria

for Performance Excellence . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83

Organizational Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83P.1 Organizational Description. . . . . . . . . . . . . . . . . . . . . . . 83

P.2 Organizational Challenges. . . . . . . . . . . . . . . . . . . . . . . 84

Category 1 Leadership (120 pts.) . . . . . . . . . . . . . . . . . . . . . 85

1.1 Senior Leadership (70 pts.). . . . . . . . . . . . . . . . . . . . . . . 85

1.2 Governance and Social Responsibilities (50 pts.) . . . . . 86

Category 2 Strategic Planning (85 pts.). . . . . . . . . . . . . . . . 88

2.1 Strategy Development (40 pts.) . . . . . . . . . . . . . . . . . . . 88

2.2 Strategy Deployment (45 pts.) . . . . . . . . . . . . . . . . . . . . 89

Category 3 Customer and Market Focus (85 pts.) . . . . . . . 90

3.1 Customer and Market Knowledge (40 pts.) . . . . . . . . . . 90

3.2 Customer Relationships and Satisfaction (45 pts.) . . . . . 91Category 4 Measurement, Analysis, and Knowledge

Management (90 pts.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93

4.1 Measurement, Analysis, and Review of

Organizational Performance (45 pts.). . . . . . . . . . . . . . . 93

4.2 Management of Information, Information

Technology, and Knowledge (45 pts.). . . . . . . . . . . . . . . 94

Table of Contents xi


12/38

Category 5 Workforce Focus (85 pts.) . . . . . . . . . . . . . . . . . 955.1 Workforce Engagement Systems (45 pts.) . . . . . . . . . . . 95

5.2 Workforce Environment (40 pts.) . . . . . . . . . . . . . . . . . . 98

Category 6 Process Management (85 pts.) . . . . . . . . . . . . . 99

6.1 Work Systems Design (35 pts.). . . . . . . . . . . . . . . . . . . . 99

6.2 Work Process Management and Improvement

(50 pts.) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100

Category 7 Business Results. (450 points). . . . . . . . . . . . . . 101

7.1 Product and Service Outcomes (100 pts.). . . . . . . . . . . . 101

7.2 Customer-Focused Outcomes (70 pts.). . . . . . . . . . . . . . 101

7.3 Financial and Market Outcomes (70 pts.) . . . . . . . . . . . 102

7.4 Workforce-Focused Outcomes (70 pts.) . . . . . . . . . . . . . 1027.5 Process Effectiveness Outcomes (70 pts.) . . . . . . . . . . . 103

7.6 Leadership Outcomes (70 pts.). . . . . . . . . . . . . . . . . . . . 103

Appendix B Baldrige Criteria for Performance

Excellence Outline. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105

Appendix C MBNQA Criteria for Performance

Excellence Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107

Visionary Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107

Customer Driven Excellence . . . . . . . . . . . . . . . . . . . . . . . . . . . 108

Organizational and Personal Learning. . . . . . . . . . . . . . . . . . . . 109

Valuing Employees and Partners . . . . . . . . . . . . . . . . . . . . . . . . 110

Agility Rapid Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110

Focus on the Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111

Managing for Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111

Management by Fact. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112

Social Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113

Focus on Results and Creating Value . . . . . . . . . . . . . . . . . . . . . 113

Systems Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114

Index. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115

About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119

xii Table of Contents


13/38

xiii

Figures and Tables

Chapter 1

Figure 1.1 The Malcolm Baldrige National QualityAward Criteria for Performance Excellence(Baldrige Criteria) Model (Business Version) . . . . . . . . . . 6

Table 1.1 Advantages and Disadvantages of Implementingthe MBNQA Criteria for Performance Excellence . . . . . . 12

Chapter 4Figure 4.1 Kotters Eight-stage Process of Creating

Major Change Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Figure 4.2 Lewins Three-Step Change Model . . . . . . . . . . . . . . . . . . 52

Table 4.1 Linkage of the Kotter Change Process andCategories of the MBNQA Criteria for PerformanceExcellence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Table 4.2 Learning Orientations for Examiners . . . . . . . . . . . . . . . . 58

Table 4.3 Transferable Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

Appendices

Figure B.1 Baldrige Business Criteria for Performance

Excellence Outline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105


14/38


15/38

xv

Introduction

If, as it is often said, we are what we eat, then it may follow that we are

also what we read. If nothing else, books that broaden our knowledge

are indeed food for the brain.

That is the purpose of the Quality Management Divisions book series

on the Economics of Qualityto stimulate thought about how different

quality methods can be used to influence the financial position of an

organization.

A manager may want to know about a popular business topic; an

engineer responsible for cost control may need a good business tool; a

person new to the quality profession may want to understand more about

the many different approaches that drive organizational success. We all

seek answers to two simple questions. What is it? And how do I get started?

This book series has those answers.The Economics of Quality series is written by subject matter experts

from business, academia, consulting, and not-for-profit organizations. They

represent the best minds on the subjects about which they write.

The books in the series are not intended to be application guides. This

is introductory material that points us in the right direction so we know

what the capabilities are of a particular method. These books are intended

to arm us with the right questions. If we decide to deploy a particular

methodology, we know what to ask in order to move to the next step in the

implementation process.

The subject matter experts of the Quality Management Division are

members of a variety of technical committees. They have specific and in-depth knowledge about methods such as Baldrige, ISO, Lean/Six Sigma,

Quality Costs, Employee Involvement, Quality Management Information

Systems, Globalization/Supply Chain, Data Driven Decision Making, and

Quality in Project Management.

In addition to sharing their expertise through books like this one, the

committees contribute to business journals and speak at Quality and other

business conferences.


16/38

xvi Introduction

You can find out more about the Quality Management Division throughthe American Society for Quality website: www.asq.org. As a member, you

will benefit from the professional contributions of our technical committee

members and other subject matter experts. The Division publishes a peer

reviewed journal, The Forum, that provides in-depth application guidance

to improve all types of organizations. You will also have the opportunity

to attend our annual conference dedicated to Quality and organizational

improvement. Our goal is to help make all organizations, as well as society

as a whole, a better place to work and live.

William H. Denney, PhD

Vice Chair, Technical Committees

Quality Management DivisionAmerican Society for Quality

2007


17/38

xvii

Preface

The Malcolm Baldrige National Quality Award Criteria for

Performance Excellence, hereafter known in this book as simply

the Baldrige Criteria, is fundamentally a system-based model. The

systems-based approach highlights crucial issues such as:

The importance of leadership

The need to consider all elements of an organization

The strategic importance of scanning and analyzing the business

environment

The value of creating focus on customers and employees

The need to use measures, indicators and organizational knowledge

to identify and monitor key performance indicators

The methods for approach and deployment of improvement

action plans

The need for organizational alignment around a set of priorities

This systems-based approach is what gives the Baldrige Criteria its

coordinating and aligning nature. This is also the key to its wide appeal and

adaptability. The Baldrige Criteria focuses on the basics, on the essentials for

excellence. It has been implemented internationally and used, in many cases,

as the basis for other national quality awards. While fads come and go, the

fundamentals of quality remain. The Baldrige Criteria is not prescriptive; it

does not specify what quality tool or technique should be used or in which

circumstance. Rather, the Baldrige Criteria is the strategic coordinating


18/38

method to drive quality and integrate the various tools and techniquesrequired to achieve corporate goals. The model provides an effective way to

conduct company-wide self-assessments that are cross functional in nature.

The tools and techniques needed to improve inefficiencies uncovered

by self-assessment or by feedback from an award application will be

determined by how far along the quality journey an organization is and its

current needs, experience, skill set, and culture. While this book focuses

primarily on customers and business, our discussion could just as easily

pertain to patients and health care or to students and education.

This book is a guide to the Baldrige Criteria for executives or managers

new to Quality, and to organizations interested in introductory information.

National, regional, state, and local quality award organizations may benefitfrom this book by providing it as a resource to their examiners and to

companies wanting to become involved in the Baldrige award process.

Companies with internal quality award or self-assessment programs would

also benefit from it, and it could be used as a guide for self-assessment

and award application writing workshops and continuing education classes.

Colleges and universities with business courses that focus on or discuss the

Baldrige Criteria will also find it useful.

Portions of this book are based on research conducted by a nationwide

Delphi study group that was assembled for the purpose of evaluating the

benefits, considerations, and disadvantages of implementing the Baldrige

model. This research effort evaluated the steps involved in adoption and

implementation of the Baldrige Criteria.

Chapter 1 provides an introduction to understanding the Baldrige

Criteria. We briefly discuss the origins of this instrument and its purposes,

and then we address some of the major benefits, considerations, and

disadvantages of the Criteria implementation. The book provides tips on

how best to introduce Baldrige to senior, mid-level, and first-level leaders

and how to best implement it. We also discuss its value as a strategic tool

for business planning and internal communications and how it can be used

to coordinate a wide range of operational improvement initiatives.

In Chapter 2 we discuss in some detail the financial impact of

implementing the Baldrige Criteria and we feature a number of researchers

who provide interesting and compelling data in support of the Criteria.

These financial considerations are important to senior leaders who will

ultimately make the decision to adopt and implement.

In Chapter 3 we highlight the non-financial impact of implementing

the Criteria, the importance of an initial self-assessment, and the challenges

of dealing with change brought about by the implementation. Implementing

the Criteria will cause an organization to evaluate the priorities of both

daily work and the long-term strategy. We introduce the concept of self-

xviii Preface


19/38

assessment, which allows senior leaders to answer targeted questions that willhelp them determine the efficacy of the Criteria for their organizations.

In Chapter 4 we move to the actual implementation of the Baldrige

Criteria and discuss major issues such as time and resources, senior leader

commitment, how to define an implementation plan, and the importance

of training. We also highlight the benefits that result when members of

the organization become examiners, learn how to use the Baldrige Criteria

framework efficiently, and actively participate in state and national

Baldrige-based programs.

In Chapter 5 we discuss the primary benefit of implementing the

Baldrige Criteria, the site visit and the resulting feedback report. The

site visit allows professional examiners to review your plans and proposeimprovements based on Criteria questions. The feedback report will give

the senior leaders a roadmap to overcoming organizational deficiencies.

Chapter 6 could have been a very lengthy chapter, but here we highlight

only the 2005 national Baldrige Award-winning organizations and some of

their financial and other improvements. We also provide points of contact

that readers may use to secure additional information.

Chapter 7 concludes the book with our final thoughts and a look at the

research that was the foundation for this book.

So as to make this book a complete guide to the Baldrige Criteria,

we provide the criteria, outline, and values in Appendices for the readers

convenience. And because of book of this type can only scratch the surface

of a number of topics, we have also included an extensive list of studies that

enable further reading in any research areas of interest.

Preface xix


20/38


21/38

Acknowledgements

We would like to thank those who helped make this book possible,

especially Bill Denney, PhD, for his support and drive and for

originally introducing the two authors to each other. We would

also like to thank Chris Luter, Gary Zajicek, Art Trepanier, and Donald

McLachlan for their review of the manuscript and their thoughts and ideas

and Will Murphy, PhD, for his valuable comments.

xxi


22/38


23/38

1

1Understanding Baldrige

Management has to give direction to the institution

it manages. It has to think through the institutions

mission, has to set its objectives and has to organize

resources for the results the institution has to contribute.

Peter F. Drucker, Management: Tasks,

Responsibilities, Practices,19731

BACKGROUND OF THE MALCOLMBALDRIGE NATIONAL QUALITY

AWARD (MBNQA) CRITERIA FORPERFORMANCE EXCELLENCE (CPE)

In the late 1980s, the Reagan administration began the task of identifying

how American companies could become more effective in the new global

economy.

2

During this time, Japanese companies were surpassing Americancorporations in the areas of innovation, production, and quality, especially

in the automobile industry. This trend continues today, with Toyota rapidly

becoming the largest auto maker in the world.

President Reagan tasked Secretary of Commerce Malcolm Baldrige

(1981-1987) with developing a set of criteria that would lead American

businesses into the twenty-first century. The administration searched for a

name for the Award without success until the tragic death of Baldrige in a


24/38

2 Chapter One

rodeo accident in 1987. Public Law 100-107, signed into law on August 20,1987, created the Malcolm Baldrige National Quality Award and received

principal support from the Foundation for the Malcolm Baldrige National

Quality Award. The Foundation receives funding from Congress through

the Secretary of Commerce.

The Baldrige program, officially begun in 1988, was originally designed

to promote Total Quality Management (TQM) as the best approach for

improving and restoring competitiveness to American corporations. It has

since evolved and expanded to cover such area as leadership and human

resources.3 TQM defines an organizational culture dedicated to training,

continuous improvement, and customer satisfaction.4 TQM is entrenched in

many organizations today as part of the legacy of Dr. W. Edwards Deming,who articulated four principles to guide organizational work.5 The four

principles are: do it right the first time; listen to and learn from customers

and employees; make continuous improvement an everyday matter; and

build teamwork, trust, and mutual respect.5,6

While the perceived value of TQM as a business model has diminished

in some areas, the Baldrige Criteria, originally designed for business,

has evolved to address education (K-16), health care organizations, and

service companies. The Baldrige Criteria continues to evolve and produce

specialized standards for a larger cross-section of organizations. Since last

year it has included a focus on nonprofit and government organizations.

While the Baldrige Criteria initially appears to have some merit

and provides significant benefit for organizations, executives are not

in agreement about its value. One study, conducted by Louis Harris &

Associates, found that some CEOs believe the Baldrige Criteria to be very

valuable (67%) while others find it extremely valuable (79%) for stimulating

improvements in quality and competitiveness in corporate America.7 This

book is intended to serve as a guide for CEOs who may be unsure about

the validity of adoption and implementation of the Baldrige Criteria. As of

2003, more than 50 countries have adopted the Baldrige Criteria as a basis

for their own quality awards in an effort to improve their competitiveness

in global markets.8 This imitation suggests that the Baldrige Criteria has

applications for all types of organizations in many parts of the world.

ORIGINS OF THE BALDRIGE CRITERIA

The Baldrige Criteria is based on Public Law 100-107, which created a

public-private partnership designed to improve quality and maximize

productivity growth by setting standards of excellence that enable American

companies to combat global competition.3 Public Law 100-1079 Finding

and Purposes states:


25/38

Understanding Baldrige 3

1. The leadership of the United States in product and process qualityhas been challenged strongly (and sometimes successfully) by

foreign competition, and our nations productivity growth was less

than our competitors over the last two decades.

2. American business and industry are beginning to understand that

poor quality costs companies as much as 20% of sales revenues

annually, and that improved quality of goods and services goes

hand in hand with improved productivity, lower costs, and

increased profitability.

3. Strategic planning for quality and quality improvement programs,

through a commitment to excellence in manufacturing and services,is becoming more and more essential to the well-being of our

nations economy and our ability to compete effectively in the

global marketplace.

4. Improved management understanding of the factory floor, worker

involvement in quality, and greater emphasis on statistical process

control can lead to dramatic improvements in the cost and quality

of manufactured products.

5. The concept of quality improvement is directly applicable to

small companies as well as large, to service industries as well as

manufacturing, and to the public sector as well as private enterprise.

6. In order to be successful, quality improvement programs must be

management led and customer oriented, and this may require a

fundamental change in the way companies do business.

7. Several major industrial nations have successfully coupled

rigorous private-sector quality audits with national awards, giving

special recognition to those enterprises the audits identify as the

very best.

8. A national quality award program of this kind in the United

States would stimulate American companies to improve quality

and productivity, allowing them to take pride in the recognitionwhile at the same time permitting them a competitive edge and

increased profits. It would recognize the achievements of those

companies and make them an example to others. Business,

industrial, governmental, and other organizations would profit

from the tested and proven guidelines, learning how to manage

for quality, change their cultures, and achieve eminence.10


26/38

4 Chapter One

The United States Department of Commerce is responsible for the BaldrigeNational Quality Program and the Award process. The National Institute

of Standards and Technology (NIST), an agency of the Department of

Technology Administration, manages the Baldrige program. The American

Society for Quality (ASQ) assists in administering the Award Program under

contract to NIST. ASQ is dedicated to ongoing development, advancement,

and promotion of quality concepts, principles, and techniques.

Eighteen years after initial publication, the Baldrige Criteria remains

a powerful set of guidelines for the determination and execution of

organizational priorities. Thousands of United States organizations utilize

the Criteria to improve their competitive posture, either externally through

award processes or internally through trained employees.11

At its core,the Baldrige Criteria is an educational initiative designed to encourage

organizations to strive toward performance excellence. The purpose of the

Baldrige Award process is to highlight and recognize those organizations

that are successful in effective management techniques.12 The program is a

comprehensive, rigorous method for examining performance improvement

in organizations. The Baldrige Criteria, based on what are arguably the best

questions to ask about performance, may be an outstanding model to use to

anchor improvement in your organization.

In summary, the intent of the Baldrige Criteria is to improve value to

customers and overall financial performance for shareholders, owners, and

other stakeholders. The intent is to create a distinct advantage for United

States organizations in a time of increasing global competitiveness.

PURPOSES OF THE BALDRIGE CRITERIA

The Baldrige Criteria promotes three primary objectives:3

The first objective is to assist an organization to improve its

performance practices, capabilities, and results. When addressing

the specific questions, an organization may determine where it is

falling short in its attempts to improve the bottom line.

The second goal is to facilitate communication and the sharing of

best practice information among all United States corporations.

This sharing, often referred to as benchmarking, identifies

and shares the best practices of many types of organizations,

potentially enhancing and improving the productivity of all.

Identifying those organizations at the top of their game and

motivating them to share the knowledge and wisdom that helped

them reach that plateau is a crucial part of the process. For


27/38


example, a small business that has developed software to trackcustomer service may be able to help your organization in a

similar endeavor.

The third objective is to provide a working tool for understanding

and managing performance, guiding planning, and creating

opportunities for organizational learning.13 Strategic planning is

important to Baldrige applicants, and each must address short- and

longer-term goals.

According to Brown,3 the Baldrige Criteria program offers a powerful set

of guidelines for operating an effective organization, and he emphasizes

the need to proactively adopt the guidelines if the organizations goal isperformance improvement. The Baldrige Criteria questions deal with what

the organization does to improve efficiencies, how it plans to excel against

competition, and how the organization plans for the future. These questions

identify how an organization addresses critical issues and where gaps of

performance occur.

The Baldrige Criteria includes an Organizational Profile and seven

integrated Categories, as described in Appendix A. These are the questions

Baldrige regards as significant to performance improvement. Appendix B

includes an outline for the Baldrige Criteria. The core values of the criteria

are reflected in Appendix C.

The first step for organizations implementing the Baldrige Criteria is to

complete an organizational profile. This may be used as either a simple self-

assessment or as the beginning of a more complicated fifty-page document

that leads into the award process. The organizational profile questions

address the business environment and the organizations relationship

with customers, suppliers, and other partners. Within this component, an

organization is also asked to describe its competitive environment and the

key strategic challenges it faces.

Each organization must carefully consider the decision to adopt and

implement the Baldrige Criteria because this action requires commitment,

patience, and perseverance. This warning is not meant to scare CEOs away,

but merely to highlight the commitment required. The organizational

profile is the foundation for an assessment document that will assist an

organization in evaluating its current performance. An organization that

has difficulty completing the organizational profile may be not prepared

to begin full implementation of the Criteria or the rigorous journey of an

award process.


28/38

6 Chapter One

THE BALDRIGE MODELThis unique Baldrige Criteria improvement model, Figure 1.1, includes an

organizational profile comprising approximately 200 questions, in seven

integrated categories, that the organization must address in narrative form.

This application, at the national level and at most state-award levels, must

not exceed fifty pages. Some local and state programs have ten-, twenty-, or

thirty-page applications that permit organizations to wade into Baldrige

rather than dive in at the fifty-page level. The shorter applications include

reduced or downsized questions and do not fully address all categories.

A full Business Criteria example appears in Appendix A.

The organizational profile generates aReaders Digestversion of howthe organization operates on a daily basis and addresses competitors and

future planning. Categories 1, 2, and 3 (Leadership, Strategic Planning, and

Customer Market and Focus) are known as the Leadership Triad. Categories

5, 6, and 7 (Workforce Focus, Process Management, and Results) are known

as the Results Triad. Category 4 (Measurement, Analysis, and Knowledge

Management) underpins all of the other categories. It should be noted here

that the Education Criteria and the Health Care Criteria have some variation

in their categories.

Figure 1.1 The 2007 Malcolm Baldrige National Quality Award Criteria forPerformance Excellence Model (Baldrige Criteria, Business version).

OrganizationalProfile:Environment,

Relationships,andChallenges

1Leadership

7Results

2StrategicPlanning

5Workforce

Focus

3

Customer andMarket Focus

4 Measurement, Analysis, and Knowledge Management

6

ProcessMangement


29/38


Organizational Profile

The organizational profile outlines an organizations most critical elements

and helps determine, based on world-class criteria, how close it is to being

great. The profile has two major topics: an organizational description and

the organizational challenges.

The organizational description addresses two main issues, the organi-

zational environment and organizational relationships. The organizational

challenges section includes looks at the competitive environment, strategic

challenges, and the performance improvement system. The organizational

profile addresses the current status. An organization that cannot satisfactorily

address the questions found in the profile may need to spend more time in

reflection and discussion in order to align the issues of exactly why the

organization exists and what it is trying to accomplish.

Seven Categories

After completing the profile, an organization responds to questions in seven

categories regarding what it does to accomplish business requirements and

how.3,12,14 All but Category 7 have two sub topics. A full set of Baldrige

Business questions is provided in Appendix A. An executive overview of

the questions follows.

Category 1, Leadership

Category Item 1.1, Senior Leadership: Asks questions about

organizational leadership and how senior leaders establish a

vision, set values, and improve communication and organization

performance.

Category Item 1.2, Governance and Social Responsibility:

Addresses questions about the structure of organizational

governance and legal and ethical behavior and about how senior

leaders support their key communities.

Category 2, Strategic Planning

Category Item 2.1, Strategy Development: Addresses the

organizational strategic development process and how the

organization defines key strategic objectives.

Category Item 2.2, Strategy Deployment: Deals with questions

about deployment of the strategic plan and about how the


30/38

8 Chapter One

organization develops and deploys action plans and establishes andmonitors short- and longer-term performance projections.

Category 3, Customer and Market Focus

Category Item 3.1, Customer and Market Knowledge: Asks

about how the organization identifies customers, customer groups,

and market segments and how it acquires market knowledge.

Category Item 3.2, Customer Relationships and Satisfaction:

Addresses customer relationships and satisfaction by inquiring

about building customer relationships and the specific ways in

which the organization determines customer satisfaction.

Category 4, Measurement, Analysis, and KnowledgeManagement

Category Item 4.1, Measurement, Analysis, and Improvement

of Organizational Performance: Examines how the organization

selects, gathers, analyzes, manages, and improves data,

information, and knowledge assets in order to directly improve

organizational performance. This category item also looks at

how performance is measured and how performance analysis is

reviewed and improved.

Category Item 4.2, Management of Information, Information

Technology, and Knowledge: Inquires about how management

of information resources occurs, and about how data, information,

and knowledge management are addressed.

Category 5, Workforce Focus

Category Item 5.1, Workforce Engagement: Discusses

workforce engagement and how the organization accomplishes and

ensures it, how workforce enrichment is realized, how workforce

and leader development are achieved, and how the organization

assesses workforce engagement.

Category Item 5.2, Workforce Environment: Addresses the

workforce environment, workforce capability and capacity, and

workforce climate assessments.


31/38


Category 6, Process Management

Category Item 6.1, Work Systems Design: Questions work

system designs, core competencies, work process design, and

emergency readiness.

Category Item 6.2, Work Process Management and

Improvement: Addresses work process management and

improvement.

Category 7, Results

Category Item 7.1 Product and Service Outcomes

Category Item 7.2 Customer-Focused Outcomes

Category Item 7.3 Financial and Market Outcomes

Category Item 7.4 Workforce-Focused Outcomes

Category Item 7.5 Process-Effectiveness Outcomes

Category Item 7.6 Leadership Outcomes

Winning the award carries significant prestige, not only in the United

States but also around the world.12,14 At the national level, the award process

includes an annual deadline for submission of a fifty-page application. After

an organization completes the application, a group of examiners carefully

evaluates and scores it. If the application scores high enough, the examiners

conduct a site visit to the organizations location. The examiners then

reevaluate the application and a panel of judges reviews it and may or may

not refer an award application to the Baldrige Criteria Board of Directors.

The highest ranked applications, based on these positive recommendations,

earn the Baldrige Award designation as best in the seven sectors evaluated:

manufacturing, service, small business, large business, education,

not-for-profit, and health care.

EFFECTIVE ORGANIZATIONALIMPROVEMENT MODEL

According to research accomplished by DeBaylo,15 the Baldrige Criteria

is an effective model because it hones in on assessment and improvements

that drive business results. It encourages concepts and values, suggests

assessments that are linked to business strategies, requires involvement

of senior management, advocates accelerated learning, and continually


32/38

10 Chapter One

evolves by improving the criteria. The Baldrige Criteria is revised annuallybased upon the latest research of performance improvements.

BENEFITS, CONSIDERATIONS, AND

DISADVANTAGES OF IMPLEMENTING

THE BALDRIGE CRITERIA: ONE

RESEARCH PERSPECTIVE

One research effort spanning seventeen states collected data regarding the

benefits, considerations, and disadvantages of adopting and implementing

the Baldrige Criteria.16 Participants in this research were all examiners who

had worked as volunteers in local, state, or national Baldrige-based programs

for a minimum of three years. Some examiners worked at organizations that

had applied for an award at various levels, and all examiners were highly

experienced in applying the Baldrige Criteria. The researcher convened a

nationwide Delphi study group for the expressed purpose of evaluating the

benefits, considerations, and disadvantages.

Primary Baldrige Criteria benefits:

It is an organizational tool promoting systematic alignment and

direction through an integrated performance management system.

It provides a world-class framework and a proven model for

organizational success including financial analysis.

It enables and fosters improved employee and customer

satisfaction.

Overall, the research revealed the importance of what the Baldrige Criteria

framework brings to an organization. The framework facilitates alignment,

provides a systematic and linear approach to addressing business issues,

and leads to financial success. Additionally, levels of workforce and

customer dissatisfaction appear to be lower when an organization adopts

and implements the Baldrige Criteria.

Significant considerations:

Significant time and resources are required.

Senior leader must be committed to stay the course and agree to

long-term requirements.

A leader must identify a strategy for the implementation.


33/38


A central and recurring theme developed around the issue of time andresources required to implement the Baldrige Criteria in its entirety. Many

participants admitted that these are an issue, but all supported taking

whatever steps necessary to accomplish the implementation because it

would eventually save time and effort. It appears that this systematic

approach improves organizational effectiveness over the long term.

Senior leaders and subordinates must buy in to the criteria early

in the transition to enable the organizational culture to adapt to the

systematic approach. According to the responses, full implementation of

the criteria may take five to seven years. It has been our experience that a

lack of patience and commitment hinder implementation. Another major

consideration is the need for senior leaders to develop a proactive, detailedstrategy for implementation and refuse to rush the organization headlong

into this process.

Major disadvantages:

Significant time and resources are required to begin the process of

adopting and implementing the Criteria.

The Criteria are complex.

Senior leaders may have misgivings about a long-term

commitment to systems thinking.

The participants identified time and resources as is a definite considerationfor prospective senior leaders. Another disadvantage may be the complexity

of the Criteria. Most participants addressed the need for organizations to

enroll leaders, the point of contact, and the writing team into local, state, or

national examiner training programs. The need for leadership was another

recurring theme throughout this research. The failure of some senior leaders

to fully comprehend the long-term requirements to may cause failure in this

process. The Baldrige Criteria is not a program of the month!

The advantages and disadvantages of adoption and implementation

outlined in Table 1.1 are taken from a number of research efforts and

reduced to this simplified form. Senior leaders can use this as a quick

reference guide.As this comparison emphasizes, the implementation of the Criteria

is a journey and not a destination. Aggressively pursuing and achieving

the Baldrige Award will require senior leaders and quality coordinators

to maintain a deep commitment to the implementation of the Criteria.

A strategy for implementation is needed and leaders will play an obvious

critical role.


34/38

12 Chapter One

Table 1.1 Advantages and disadvantages of implementing theBaldrige Criteria.

Advantages Disadvantages

System-wide approach requiresa prioritization of work; leadersmust be committed; employees areempowered and trained.

Advocates that leaders becomeheavily involved in long-termstrategic planning with milestones

and action plans.

Advocates that leaders analyze worksystems and review organizationalpriorities regularly.

Advocates measurement of criticalgoals, comparison with competitors,and the proactive monitoring of theoverall vision.

Indicates financial success isprobable with commitment tototal implementation and linking

resources to goals.

Suggests employees at all levelsmust become involved throughintentional training events andactive participation.

Accomplishes long-term gainsbut may not be fully effective inthe short term.

Requires time, energy, and resourcesand promises dividends.

May lead to improved businessprocesses and secondarily toperformance excellence.

Emphasizes that implementationis a journey, not a destination; thisis a long-term exercise.

Requires review and evaluation acrossorganizational structure/system thatwill take precious leader time andresources.

Requires intensive senior leaderinvolvement, long-term view, andcommitment.

Requires leadership to be competentin the Baldrige model and understandorganizational work and priorities.

Requires intensive commitment toreview and evaluate measurementsand goals on a regular basis.

May not guarantee financialsuccess, some mixed financialresults regarding a lack of

commitment of senior leaders.

Requires a senior leader commitmentto develop employees and havechange agents receive intensive anddedicated training.

Requires a long-term view and deniesshort cuts to implementation.

Requires precious time, energy, andresources for full implementation.

Emphasizes that winning doesnot guarantee long-term success,as sustainment and furtherimprovements are always necessary

Requires continual commitmentto excellence and continualimprovement.

2005 McGuire, 2005


35/38


NEED FOR STRATEGY AND LEADERSHIPLeadership begins with a vision that stimulates hope and a mission that

transforms hope into reality.17 Leaders must create the vision, determine the

mission, and define the cultural values on which the strategy is established.

The Baldrige Criteria has questions that will identify the vision, mission,

and values. It is critical that the vision support not simply what is good for

the company but also what is good for its employees, local communities,

stakeholders, suppliers, partners, collaborators, customers, and society

as a whole. Focused on these segments, ethical leaders must have a long-

term focus, be people oriented, and inspire pride among their employees.

In contrast, ethically neutral CEOs have a short-term outlook, are self-centered, and often inspire fear and confusion.18

A short-term focus reflects what Deming called one of the deadly

diseases, namely an emphasis on short-term profits resulting from most

executives think[ing] they are in business to make money rather than products

and service.5 Leaders must describe the values needed to make the mission

a reality and set a standard of behavior while embedding this behavior into

corporate culture. This mission should not be about a code of conduct, rules,

systems, and procedures. It should have a higher calling and be about a sense

of purpose and a set of values that guide everyday actions.19

This is reflected in Jim Collins substantial research in which he points

out, Enduring great companies dont exist merely to deliver returns to

shareholders. In a truly great company, profits and cash flow become like

blood and water to a healthy body: They are absolutely essential for life, but

they are not the very point of life.20

CONCLUSIONS

Selection of the Baldrige Criteria program must be predicated on the

understanding that senior leaders are responsible to stay the course and set

the example. Training, patience, and perseverance are essential. Deciding

whether to adopt and implement the Criteria is never an easy or quick

process. The advantages and disadvantages should be weighed carefully, as

the ultimate decision to proceed will carry a large degree of responsibility

and accountability. Quality management has a strong ethical focus while

significantly contributing to the achievement of organizational goals.

There are heightened expectations of business behaviorin terms of how

a business runs its core activities and how it contributes to tackling wider

societal problems, says David Grayson.21 With the Baldrige Criteria as a

backdrop, leadership at all levels becomes transparent. This transparency


36/38

14 Chapter One

forces and reinforces ethical considerations as employees begin to askquestions and everyones accountability increases. The senior leaders

who start the Baldrige journey are not only committing to improve the

performance of the organization, but also committing to raise their own

ethical standards and behavior.

SUMMARY QUESTIONSFOR CONSIDERATION

As a leader, are you fully committed to the Baldrige journey?

Leaders must decide early in this process if the organization

desires to achieve targeted success as described by previous

Baldrige Award-winning organizations. We recommend that

leaders make a list of key reasons they want to focus on Baldrige,

so they can fully articulate that information to the management

team. All team members must understand why the journey is

important and the steps required along the way.

Leaders must determine who will be the champions that assist in

the promotion of this effort. Long-term sustainability for Baldrige

implementation requires that everyone understand the length and

depth of the commitment to fully implement.

Leaders must ensure that the fundamental concepts of quality

management are understood by the team and that Baldrige is a

major ingredient, not a stand-alone issue or just another program.

Baldrige requires the organization of daily work and priorities.

Leaders must recognize the potential for leadership in different

ways and contexts. First-level employees may have substantial

impact on the success of Baldrige implementation. Leaders must

consider who can assist with implementation. Senior leaders,

first-level leaders, colleagues, peers, and all employees must

be involved. Leaders must be able to describe the Baldrige

process and discuss its potential benefits, considerations, and

disadvantages while understanding implementation even on a

department or team level.


37/38


What resources will be needed to begin and sustain the Baldrige journey?

As you chart out the journey, consider the resources required.

Evaluate organizational talent and barriers to implementation.

Remember the very important fact that ending the journey half

way will have a huge negative impact on the organization and on

the team you lead.

Ensure that your expectations are realistic and clearly defined.

This will allow the resources to be more accurately determined

and allocated over time.

What is your organizational strategy and how can Baldrige help to

achieve it?

Your organizational strategy is not based solely on implementing

the Baldrige self-assessment or writing an award application.

Rather, Baldrige can help you and your organization to achieve

your goals in a systematic and holistic manner. Integrating

Baldrige into your strategic process and allowing it to evaluate

and determine where your strengths and weaknesses lie are

critical elements in implementation.

ENDNOTES1. Drucker, P. F. (1973).Management. NY: Harper Business.

2. Baldrige National Quality Program. (2005). History of the Malcolm Baldrige

National Quality Award (Electronic version).National Institute of Standards

and Technology (NIST). Retrieved April 21, 2005, from http://baldrige.nist.

gov/History.htm.

3. Brown, M. G. (2004).Baldrige Award winning quality: How to interpret

the Malcolm Baldrige Award Criteria (14th ed.). Milwaukee, WI: American

Society for Quality (ASQ) ix-xviii.

4. Kreitner, R. & Kinicki, A. (2004). Organizational behavior(6th ed.). Boston,

MA: McGraw Hill Irwin, 1-695.

5. Deming, W. E. (1986). Out of the crisis. Cambridge, MA: MIT.6. Walton, M. (1986). The Deming Management Method. NY: Perigee Books.

7. NIST Press Release Study Number 818407. (1998, July). The nations CEOs

look to the future. Retrieved July 30, 2005, from http://www.baldrige.nist.

gov/ceo_rpt.htm.

8. Vokurka, R. J. (2001, Summer). The Baldrige at 14.Journal for Quality &

Participation, 24(2), 13-20.


38/38

16 Chapter One

9. Malcolm Baldrige National Quality Improvement Act of 1987. Public Law100-107, HR 812, Section 2, Findings and Purpose. Retrieved January 4,

2007 from http://www.baldrige.nist.gov/Improvement_Act.htm.

10. Baldrige National Quality Program, 2005, Public Law 100-107 Finding and

Purposes.National Institute of Standards and Technology (NIST). Retrieved

April 21, 2005, from http://www.baldrige.nist.gov/Improvement_Act.htm.

11. Calhoun, J. M. (2002, Summer). Using the Baldrige Criteria to manage

and assess the performance of your organization. Journal for Quality &

Participation, 25(2), 45-54.

12. Hutton, D. W. (2000). From Baldrige to the bottom line: A road map for

organizational change and improvement. Milwaukee, WS: American Society

for Quality, 2-83.

13. Senge, P. M. (1990). The fifth discipline: The art & practice of the learningorganization. NY: Doubleday, 5-11.

14. Blazey, M. L. (2003).Insights to performance excellence 2003: An inside

look at the 2003 Baldrige Award Criteria. Milwaukee, WI: American Society

for Quality.

15. DeBaylo, Paul W. (1999, January/February). Ten reasons why the Baldrige

model works.Journal for Quality & Participation, 22(1), 24-29.

16. McGuire, C. U. III (2006). A Baldrige study of the benefits, considerations,

and disadvantages of implementing the Baldrige Criteria for Performance

Excellence. Ann Arbor, MI: ProQuest Dissertations.

17. Edgeman, R. L., Dahlgaard, S. M. P., Dahlgaard, J. J. & Scherer, F. (1999,

October). On Leaders and Leadership, Quality Progress, 32(10), 49-54.

18. George, W.W. (1999). Mission driven, values centered, executive excellence.

Magazine of Leadership Development, Managerial Effectiveness and

Organizational Productivity, 16(8), 6.

19. Bernstein, A. (2001, February 26). Low skilled jobs, do they have to move?

BusinessWeek, North American Edition, 94-95.

20. Collins, J. (2001). Good to Great. NY: Random House.

21. Grayson, D. (2003). The CSR Brand. Quality World, 29(1), 10-12.

baldrige criteria

Documents