Baldrige Excellence Framework (Empresa - Organización Sin Fines de Lucro)

27/2/2018 2015-2016 Baldrige Excellence Framework (empresa / organización sin fines de lucro)
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fabricación
Servicio
pequeños negocios
sin ánimo de lucro
gobierno
2015-2016
Un enfoque sistémico
para mejorar su
organización
actuación
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Programa de Excelencia de Desempeño Baldrige
Instituto Nacional de Estándares y Tecnología (NIST) • Departamento de Comercio de los Estados Unidos
Enero de 2015
Para solicitar copias de esta publicación u obtener otros productos y servicios del programa Baldrige, contáctese
https://translate.googleusercontent.com/translate_f 1/52
Programa
Edificio de de Excelencia de
administración, Desempeño
sala A600 Baldrige
100 Bureau Drive, Stop 1020
Gaithersburg, MD 20899-1020
Teléfono: (301) 975-2036
Fax: (301) 948-3716
Correo electrónico: baldrige@nist.gov
Web: http://www.nist.gov/baldrige
El programa Baldrige agradece sus comentarios sobre el Marco de excelencia Baldrige y otros productos Baldrige y
servicios. Por favor dirija sus comentarios a la dirección de arriba.
El Baldrige excelencia Marco es una publicación oficial de NIST bajo la autoridad de la Calidad Malcolm Baldrige National
TM
Ley de mejora de 1987 (Ley pública 100 107, codificada en 15 USC Š 3711a). Esta publicación es un trabajo del gobierno de los EE. UU. Y
no está sujeto a la protección de derechos de autor en los Estados Unidos bajo la Sección 105 del Título 17 del Código de los Estados Unidos.
de Commerce, representada
El Departamento por NIST,
de los Estados Unidosposee derechos de autor de la publicación en todos los países fuera de los Estados Unidos.
CRITERIOS DE BALDRIGE PARA PERFORMANCE EXCELLENCE® y Design, BALDRIGE PERFORMANCE EXCELLENCE PROGRAM®,
CRITERIOS PARA DESEMPEÑO EXCELENCIA®, CRITERIOS DE EDUCACIÓN PARA EL DESEMPEÑO EXCELENCIA®, ATENCIÓN MÉDI
CRITERIOS PARA RENDIMIENTO EXCELENCIA®, MALCOLM BALDRIGE NATIONAL QUALITY AWARD® y Diseño, RENDIMIENTO
EXCELLENCE®, THE QUEST FOR EXCELLENCE®, y la medalla MALCOLM BALDRIGE NATIONAL QUALITY AWARD y
representaciones o representaciones de las mismas son marcas registradas y marcas de servicio del Departamento de Comercio de EE. UU.,
Instituto Nacional de Estándares y Tecnología. El uso no autorizado de estas marcas comerciales y marcas de servicio está prohibido.
Fotos de portada cortesía de los ganadores del Premio Baldrige, Cargill Corn Milling; Ciudad de Irving, Texas; y la Editorial Concordia.
NIST, una agencia del Departamento de Comercio de los Estados Unidos, administra el Programa Baldrige.
al servicio
NIST tienede la trayectoria
una industria, ladeciencia
más dey100
el público
años de EE. UU. con la misión de promover la innovación y la competitividad industrial de los EE. UU. avan
la ciencia de la medición, los estándares y la tecnología de maneras que mejoran la seguridad económica y mejoran nuestra calidad de vida. NIST lleva
su misión en tres programas cooperativos, incluido el programa Baldrige. Los otros dos son los laboratorios NIST, que conducen
investigación que promueve la infraestructura tecnológica de la nación y que la industria estadounidense necesita para mejorar continuamente los produc
servicios; y Hollings Manufacturing Extension Partnership, una red nacional de centros locales que ofrece servicios
asistencia comercial a pequeños fabricantes.
Citación sugerida: Baldrige Performance Excellence Program. 2015. 2015-2016 Baldrige Excellence Framework: un enfoque de sistemas
para mejorar el rendimiento de su organización . Gaithersburg, MD: Departamento de Comercio de los Estados Unidos, Instituto Nacional de Normas y
Tecnología. http://www.nist.gov/baldrige.
El programa Baldrige agradece a la Fundación por el Malcolm Baldrige National

Premio a la calidad por apoyar la publicación de este folleto.
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Contenido
ii Acerca del Marco de excelencia de Baldrige

El marco Baldrige le permite a su organización alcanzar sus objetivos, mejorar los resultados y convertirse en más
competitivo. El marco consiste en los Criterios, los valores y conceptos centrales y las pautas de puntuación.
v Cómo utilizar el Marco de Excelencia Baldrige
Puede utilizar este folleto como referencia, para la autoevaluación o como base de una evaluación externa.
1 Criterios para la Descripción y la Estructura de Excelencia en el Desempeño
Los Criterios incluyen el Perfil Organizativo y siete categorías integradas e interconectadas. Las categorías
se subdividen en ítems y áreas a tratar.
3 Criterios para elementos de excelencia de rendimiento y valores de puntos
4 criterios para la excelencia del rendimiento
4 Perfil organizacional
7 1 Liderazgo
10 2 Estrategia
13 3 Clientes
dieciséis 4 Medición, análisis y gestión del conocimiento
19 5 fuerza de trabajo
23 6 operaciones
25 7 resultados
30 Sistema de puntuación
El desempeño frente a los ítems de Criteria se puntúa en dos dimensiones de evaluación: proceso y resultados.
34 Pautas de puntuación del proceso
35 Pautas de puntuación de resultados
36 Cómo responder a los criterios
Esta sección explica cómo responder de manera más efectiva a los requisitos de elementos de Criteria.
39 Valores principales y conceptos
Estas creencias y comportamientos incrustados forman la base de los Criterios.
44 Cambios de los criterios 2013-2014
47 Glosario de términos clave
El glosario incluye definiciones de términos presentados en CAPS PEQUEÑOS en los Criterios y pautas de puntuación.
55 Índice de términos clave
58 Lista de colaboradores
En la red
Comentario de categoría y artículo (http://www.nist.gov/baldrige/publications/businessFnonprofitFcriteria.cfm)

Este comentario sobre los Criterios proporciona ejemplos adicionales y orientación.
yo
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Sobre el Marco de Excelencia de Baldrige
El Marco de Excelencia de Baldrige le permite a su organización alcanzar sus metas, mejorar

resultados, y ser más competitivo.
Miles de organizaciones de todo el mundo usan el Marco de excelencia de Baldrige: los valores y conceptos centrales
(páginas 39-43), los Criterios para la excelencia en el rendimiento (páginas 4-29) y las pautas de puntuación (páginas 34-35) -to
mejorar y obtener resultados sostenibles. Aquellos reconocidos como modelos nacionales de conducta reciben el Malcolm Baldrige National
Premio de calidad, un premio presidencial. Más de 100 destinatarios han compartido ampliamente sus mejores prácticas con otros.
A través de ese intercambio, muchos miles de organizaciones han mejorado sus operaciones y resultados, y por lo tanto su
contribuciones a los Estados Unidos y la economía global.
Baldrige tiene un propósito simple.
El objetivo del marco de Baldrige es simplemente ayudar a su organización, sin importar su tamaño, sector o industria.
Responda tres preguntas: ¿Su organización está tan bien como podría? ¿Cómo lo sabes? Qué y cómo debería
organización mejorar o cambiar?
Al desafiarse a sí mismo con las preguntas que conforman los Criterios para la excelencia en el desempeño, explora cómo
estás logrando lo que es importante para tu organización. Las preguntas (divididas en seis procesos interrelacionados
categorías y una categoría de resultados) representan siete aspectos críticos de la gestión y el desempeño como organización:
1. Liderazgo
2. Estrategia
3. Clientes
4. Medición, análisis y gestión del conocimiento
5. Fuerza laboral
6. Operaciones
7. Resultados
Baldrige promueve una perspectiva de sistemas.
Una perspectiva de sistemas significa administrar todos los componentes de su organización como un todo unificado para lograr éxito continuo
impuesto. Los componentes básicos del sistema y el mecanismo integrador son los valores y conceptos centrales, los siete elementos interrelacionados
Categorías de criterios y pautas de puntuación.
Veopensamiento
en el proceso Baldrige comoy un
disciplinado poderoso
tomando conjunto
medidas de mecanismos
disciplinadas para personas
para crear disciplinadas comprometidas
grandes organizaciones que
producir resultados excepcionales.
-Jim Collins, autor de Good to Great: Por qué algunas compañías
Hacer el salto . . y otros no
ii 2015¶2016 Baldrige Excellence Framework
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Un enfoque en los valores y conceptos centrales. Baldrige se basa en un conjunto de creencias y comportamientos (ver páginas 39-43). Estas
los valores centrales y los conceptos son la base para integrar los requisitos operativos y operativos clave dentro de un
marco orientado a los resultados que crea una base para la acción, la retroalimentación y el éxito continuo:
• Perspectiva de sistemas
• Liderazgo visionario
• Excelencia centrada en el cliente
• Valorar personas
• Aprendizaje organizacional y agilidad
• Foco en el éxito
• Gestión para la innovación
• Gestión de hecho
• Responsabilidad social
• Ética y transparencia
• Entrega de valor y resultados
Un enfoque en los procesos. Los procesos son los métodos que su organización usa para realizar su trabajo. El marco Baldrige-
el trabajo lo ayuda a evaluar y mejorar sus procesos en cuatro dimensiones:
1. Enfoque: diseño y selección de procesos, métodos y medidas efectivos
2. Despliegue: implementando su enfoque de manera consistente en toda la organización
3. Aprendizaje: evaluar su progreso y capturar nuevos conocimientos, incluso buscar oportunidades para mejorar
innovación e innovación
4. Integración : alinear su enfoque con las necesidades de su organización; asegurando que sus medidas, información y
los sistemas de mejora se complementan entre sí en los procesos y las unidades de trabajo; y procesos de armonización y
operaciones en toda su organización para lograr los objetivos clave de toda la organización
Un enfoque en los resultados. El marco de Baldrige lo lleva a examinar sus resultados desde tres puntos de vista: el externo
visualización ( ¿Cómo lo ven sus clientes y otras partes interesadas? ), la vista interna ( ¿Cuán eficiente y efectiva es su
operaciones? ), y la visión del futuro ( ¿su organización está aprendiendo y creciendo? ).
En Baldrige, los resultados incluyen todas las áreas de importancia para su organización. Este compuesto de medidas asegura que su
las estrategias son equilibradas, es decir, que no se comprometen de manera inapropiada con partes interesadas importantes, objetivos o
y objetivos a más largo plazo. El marco de Baldrige le ayuda a evaluar sus resultados en cuatro dimensiones:
1. Niveles: su rendimiento actual en una escala de medición significativa
2. Tendencias: la dirección y la tasa de cambio de sus resultados
3. Comparaciones: su desempeño en relación con el de otras organizaciones apropiadas, como competidores u organizaciones.
zaciones similares a la suya, y a puntos de referencia o líderes de la industria
4. Integración: la medida en que los resultados que rastrea son importantes para su organización y la medida en que
los está usando para respaldar sus objetivos organizacionales y revisar sus planes
Un enfoque en los enlaces. Los vínculos entre las categorías de criterios son un elemento esencial de la perspectiva de sistemas
proporcionado por el marco Baldrige. Algunos ejemplos de estos enlaces son
• las conexiones entre sus procesos y los resultados que logra;
• la necesidad de datos en el proceso de planificación estratégica y para mejorar las operaciones;
• la conexión entre la planificación de la fuerza de trabajo y la planificación estratégica;
• la necesidad de conocimiento del cliente y del mercado para establecer su estrategia y planes de acción; y
• la conexión entre sus planes de acción y cualquier cambio necesario en sus sistemas de trabajo.
Sobre el Marco de Excelencia de Baldrige iii
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Un enfoque en la mejora. El marco de Baldrige le ayuda a comprender y evaluar qué tan bien está logrando
qué es importante para su organización: cuán maduros y cuán bien implementados están sus procesos, qué tan buenos son sus resultados
son, si su organización está aprendiendo y mejorando, y qué tan bien sus enfoques se dirigen a su organización
necesariamente. Las pautas de puntuación de Baldrige (páginas 34-35) se basan en las dimensiones de proceso y resultados descritas anteriormente.
A medida que
identificar responda
fortalezas a las preguntas
y brechas, primerode Criteria
dentro y mida
de las sus respuestas
categorías en relación
de Criterios y luego con
entrelasellas.
pautas de puntuación,
Cuando comenzará a
usas el Baldrige
marco para gestionar el rendimiento de su organización, la coordinación de procesos clave y la retroalimentación entre
sus procesos y sus resultados, conducen a ciclos de mejora. A medida que continúe usando el marco, aprenderá
más y más sobre su organización y comiencen a definir las mejores formas de aprovechar sus puntos fuertes, cerrar brechas y
innovar.
Baldrige es adaptable.
Los Criterios no prescriben cómo debe estructurar su organización o sus operaciones. En el Baldrige Organizacional
Perfil (páginas 4-6), describe lo que es importante para su organización (su entorno operativo, relaciones clave,
entorno competitivo y contexto estratégico). Los criterios lo alientan a usar creativos, adaptativos y flexibles
enfoques, lo que fomentará la mejora gradual y avance a través de la innovación. Los criterios alientan
a elegir las herramientas (por ejemplo, Lean, Six Sigma, Organización Internacional de Normalización [ISO] 9000, un equilibrio
cuadro de mando, Planificar-Hacer-Verificar-Actuar [PDCA]) que sean más adecuados y efectivos para su organización en la mejora
mentos. Utilizadas adecuadamente, estas herramientas contribuyen a lograr la excelencia.
Baldrige tiene un impacto nacional y mundial.
El marco de Baldrige y Criteria desempeñan tres roles en el fortalecimiento de la competitividad de los EE. UU .:
• Ayudan a mejorar los procesos, las capacidades y los resultados de la organización.
• Facilitan la comunicación y el intercambio de mejores prácticas entre las organizaciones estadounidenses a través del Baldrige
Premio, la Conferencia Quest for Excellence y otras ofertas educativas.
®
• Sirven como una herramienta de trabajo para entender y administrar el desempeño organizacional, guiando su estrategia
pensando y brindando oportunidades para aprender.
Dentro de los Estados Unidos, el desempeño estatal, regional, sector específico y específico de la organización o la excelencia empresarial
Estos programas utilizan el marco de Baldrige y Criteria para ayudar a las organizaciones a mejorar su competitividad y
resultados. Muchos sistemas de acreditación y certificaciones también se basan en los Criterios. A nivel mundial, alrededor del 100 rendimiento
o existen programas de excelencia empresarial; la mayoría usa el marco Baldrige o un derivado como su organización
modelo de excelencia.
Baldrige está aquí para su organización.
Tienes frente a ti lo que se ha llamado "el documento más influyente en la historia moderna de Estados Unidos".
puede hacer negocios "(Gordon Black, presidente y CEO de Harris / Black International Ltd.). POr qué no tomar ventaja de eso
¿oportunidad? Su fuerza de trabajo, clientes, miembros de la junta y otras partes interesadas, y la nación, estarán en mejor situación.
Sinceramente, en mi corazón creo eso porque participamos en el programa Baldrige y

porque nos dio esa retroalimentación constante, hay personas que están vivas hoy en día
no habría sido si no hubiéramos estado tan comprometidos con el proceso Baldrige.
-Rulon Stacey, ex presidente / CEO, receptor de Baldrige Award Poudre Valley Health System
iv 2015¶2016 Baldrige Excellence Framework
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Cómo usar el Marco de excelencia de Baldrige
Si su organización es grande o pequeña, puede usar el Marco de Excelencia Baldrige para

mejora. Su experiencia con Baldrige lo ayudará a decidir por dónde empezar.
Si su organización se encuentra en el sector educativo o de atención médica, debe usar la versión de educación o de atención médica de
este folleto, respectivamente. Consulte http://www.nist.gov/baldrige/publications/criteria.cfm para obtener una copia.
Si solo estás aprendiendo sobre el marco Baldrige. . .

Aquí hay algunas maneras de comenzar a utilizar el marco de Baldrige para mejorar su organización.
Escanee las preguntas en el Perfil de la organización (páginas 4-6) y vea si puede responderlas. Discutiendo el
las respuestas a estas preguntas con su equipo de liderazgo sénior podrían ser su primera autoevaluación de Baldrige.
Estudie los 11 valores y conceptos básicos de Baldrige (páginas 39-43). Considera cómo se mide tu organización en
relación con los valores centrales. ¿Hay alguna mejora que debas hacer?
Responda las preguntas en los títulos de los 17 Criterios para elementos de Excelencia de Desempeño para llegar a un
permanente de los Criterios y el desempeño de su organización.
Vea un esquema simple de un sistema integral de gestión del desempeño leyendo los títulos en azul en el
Sección de criterios de este folleto (páginas 4-29). Vea si está considerando todas estas dimensiones para establecer su
sistema de liderazgo y medición del rendimiento.
Utilice elEste
mejora. marco de Baldrige
folleto y su material
y los materiales en líneade apoyo como un recurso general sobre el desempeño organizacional
(http://www.nist.gov/baldrige/publications/business_nonprofit
_criteria.cfm) puede ayudarlo a pensar de otra manera u otorgarle un nuevo marco de referencia.
Asista a la Quest for Excellence o una conferencia regional de Baldrige. Estos eventos resaltan el modelo de rol
enfoques de los beneficiarios del Premio Baldrige. Estas organizaciones han utilizado el marco de Baldrige para mejorar
rendimiento, innovar y lograr resultados de clase mundial. Los talleres sobre la autoevaluación de Baldrige a menudo se ofrecen en
conjunción con estas conferencias.
Conviértase en examinador o asista a la experiencia de capacitación de Baldrige Examiner (consulte http://www.nist.gov/baldrige).
Los examinadores reciben capacitación valiosa, evalúan las solicitudes de premios y aprenden a aplicar los Criterios a sus organizaciones.
Conviértase en un Becario Ejecutivo de Baldrige. Baldrige Fellows (C-suite y ejecutivos en ascenso) participan en un ejecutivo
programa de desarrollo (ver http://www.nist.gov/baldrige/fellows/index.cfm), aprendiendo unos de otros y de
Destinatarios del Premio Baldrige.
Si está listo para evaluar su organización usando Baldrige. . .

Para evaluar su organización con el marco de Baldrige, siga una o más de las sugerencias a continuación.
Verifique su progreso para lograr la excelencia organizacional y mejorar la comunicación entre su trabajo
Forzar a los miembros y al equipo de liderazgo con dos cuestionarios simples: ¿Estamos progresando? (http: // www
.nist.gov / baldrige / publications / progress.cfm) y estamos progresando como líderes? (http://www.nist.gov/baldrige
/publications/progress_leaders.cfm).
Identifique brechas en su comprensión de su organización y compare su organización con otras con
easyInsight: dé un primer paso hacia una autoevaluación de Baldrige (http://www.nist.gov/baldrige/publications
/easy_insight.cfm). Esta evaluación se basa en el perfil de la organización.
Complete el Perfil de la organización (páginas 4-6). Haga que su equipo de liderazgo responda las preguntas. Si identificas
temas para los cuales tiene información conflictiva, poca o ninguna, use estos temas para la planificación de acciones. Para muchas organizaciones
zaciones, este enfoque sirve como una primera autoevaluación de Baldrige.
Responda las preguntas en Baldrige Excellence Builder (http://www.nist.gov/baldrige/publications/builder.cfm).
Esta versión abreviada del marco de Baldrige (que consiste en las preguntas en negrita negra en la sección Criterios
de este folleto) representa las características generales de la excelencia en el desempeño organizacional.
Cómo usar el Marco de excelencia de Baldrige v
Página 8
Use el conjunto completo de preguntas de Criteria como una guía personal de todo lo que es importante para dirigir su
organización. Puede descubrir puntos ciegos o áreas donde debe poner énfasis adicional.
Revise las pautas de puntuación (páginas 34-35). Te ayudan a evaluar tu madurez organizacional, especialmente cuando
utilizado junto con "Pasos hacia procesos maduros" (página 32) y "De los incendios a la innovación: un
Analogy for Learning "(página 31).
Responda las preguntas en una categoría de criterios en la que sabe que necesita mejorar , ya sea usted o
con colegas del equipo de liderazgo, refiriéndose a las notas del artículo y al Comentario de Categoría y Artículo (http: //www.nist
.gov / baldrige / publications / business_nonprofit_criteria.cfm). Luego evalúe sus fortalezas y oportunidades para mejorar
y desarrollar planes de acción. Tenga en cuenta, sin embargo, que este tipo de evaluación pierde los beneficios de los sistemas
perspectiva incorporada en el marco de Baldrige.
Haga que su equipo de liderazgo evalúe su organización . En un retiro, haga que su equipo de liderazgo desarrolle respuestas a
el Perfil Organizacional y las siete categorías de Criterios, utilizando el Constructor de Excelencia Baldrige (http: //www.nist
.gov / baldrige / publications / builder.cfm), y registre las respuestas. Luego evalúa tus fortalezas y oportunidades para
mejora y desarrolla planes de acción.
Llevar a cabo una autoevaluación completa de Baldrige. Establezca equipos dentro de su organización para desarrollar respuestas a la Organización.
categorías de perfiles y criterios internacionales. Para más detalles, consulte la presentación de diapositivas "Autoevaluación de su organización con
los Criterios Baldrige "(http://www.nist.gov/baldrige/community/baldrige_ambassadors.cfm).
Póngase en contacto con su programa estatal, local o sectorial específico de Baldrige (consulte Alliance for Performance Excellence,
http://www.baldrigepe.org/alliance). Muchos programas brindan oportunidades para establecer contactos, capacitación, entrenamiento y autocontrol.
servicios de evaluación además de un programa de premios.
Póngase en contacto con un destinatario del Premio Baldrige. Las organizaciones que reciben el premio Baldrige abogan por el rendimiento
mejora, comparte sus estrategias y sirve como modelos a seguir. Muchos emprenden autoevaluaciones continuas de sus
organizaciones y pueden compartir sus experiencias con usted. Consulte http://www.nist.gov/baldrige para los destinatarios del premio y
su información de contacto.
Si estás listo para comentarios externos. . .

Aquí hay algunos recursos para recibir retroalimentación externa sobre las fortalezas y oportunidades de su organización para
mejora.
Aplique en su programa de premios basado en Baldrige, local o sectorial, específico (consulte Alliance for Performance
Excelencia, http://www.baldrigepe.org/alliance). Cuando presente la solicitud, un equipo de expertos examinará su organización
objetivamente e identificar las fortalezas de su organización y sus oportunidades para mejorar.
Haga arreglos para una evaluación colaborativa Baldrige (http://www.nist.gov/baldrige/enter/baldrige_collab_assess.cfm).
En esta evaluación in situ, un equipo de examinadores de Baldrige trabaja con sus líderes y personal para brindarle a su organización
retroalimentación inmediata y procesable.
Solicite el Premio Nacional de Calidad Malcolm Baldrige. Una vez que cumpla con los requisitos de elegibilidad, solicite el
nivel más alto de reconocimiento nacional para la excelencia en el rendimiento que una organización estadounidense puede recibir: el Malcolm
Premio Nacional de Calidad Baldrige.
Los solicitantes de los premios dicen que el proceso de evaluación Baldrige es uno de los mejores, más rentables, más completos
evaluaciones de rendimiento que puede encontrar, reciban o no el Premio Baldrige. Vea http://www.nist.gov
/baldrige/enter/apply.cfm para obtener más información. En el proceso de Baldrige, todos aprenden.
vi 2015¶2016 Baldrige Excellence Framework
Página 9
Criterios para la excelencia en el desempeño
Descripción general y estructura
Criterios para la Descripción de la Excelencia del Desempeño: Una Perspectiva de Sistemas
El sistema de rendimiento consiste en las seis categorías en el centro de la figura. Estas categorías definen tus procesos y
los resultados que logras
La excelencia en el desempeño requiere un liderazgo fuerte y se demuestra a través de resultados sobresalientes . Esas categorías son
resaltado en la figura.
La palabra " integración " en el centro de la figura muestra que todos los elementos del sistema están interrelacionados.
Las flechas centrales horizontales muestran el vínculo crítico entre la tríada de liderazgo (categorías 1, 2 y 3) y la
tríada de resultados (categorías 5, 6 y 7) y la relación central entre las categorías de Liderazgo y Resultados.
Las puntas de flecha verticales centrales apuntan hacia y desde la base del sistema, que proporciona información y retroalimentación a la clave
procesos y el entorno organizacional.
El perfil de la organización
establece el contexto para su La tríada de resultados (Fuerza Laboral,
organización. Sirve como el Operaciones y resultados)
La tríada de liderazgo ( Líder- fondo para todo lo que haces. incluye su fuerza de trabajo enfocada
barco, estrategia y clientes ) procesos, su clave operativa
enfatiza la importancia de procesos y el rendimiento
un enfoque de liderazgo en la estrategia resultados que producen.
y clientes.
Perfil organizacional
Estrategia Personal
Liderazgopag Integración RESULTADOS
Clientes Operaciones
Medición, análisis y gestión del conocimiento
El sistema Todas las acciones

Fundación Conducir a
(Medición, Resultados -a
Análisis, y Valores principales y conceptos compuesto de producto
Conocimiento administrativo) y proceso, cliente
es crítico para la efectividad enfocado, mano de obra
gestión y a una enfocado, liderazgo
hecho basado, conocimiento y gobernanza, y
sistema impulsado y ágil para financiero y de mercado
mejorando el desempeño La base de los Criterios es un conjunto de Valores Fundamentales yresultados.
Conceptos que
y competitividad. están integrados en organizaciones de alto rendimiento (ver páginas 39¶43).
Criterios para la Descripción y la Estructura de Excelencia en el Desempeño 1
Página 10
Criterios para la Estructura de Excelencia de Desempeño
Los siete Criterios de Baldrige para las categorías de Excelencia de rendimiento se subdividen en ítems y
áreas a abordar.
Artículos Áreas a abordar

Hay 17 elementos de Criterio (más 2 en el Organizacional Cada elemento incluye una o más áreas para abordar (etiquetado como a,
Perfil), cada uno con un enfoque particular. Estos artículos estánb,divididos
c, y así sucesivamente).
en tres grupos según los tipos de información que
pregunta por: Requisitos
• El perfil organizacional le pide que defina su Los requisitos del artículo se expresan como preguntas o declaraciones
ambiente organizacional. en tres niveles:
• Los elementos de proceso (categorías 1-6) le piden que defina •suLos requisitos básicos se expresan en la pregunta del título.
procesos de la organización. • Los requisitos generales se expresan en las preguntas
• Los elementos de resultados (categoría 7) le piden que informe losenresultados
negrita enpara
la caja sombreada. Estas preguntas principales
los procesos de su organización. son el punto de partida para responder al
requisitos.
Consulte la página 3 para obtener una lista de títulos de artículos y valores de puntos.
• Múltiples requisitos son las preguntas individuales
Notas del artículo debajo de cada área para abordar, incluida la pregunta
en negrita Esa primera pregunta expresa más
Las notas del artículo (1) aclaran términos o requisitos, (2) dan
importante en ese grupo.
instrucciones y ejemplos para responder, y (3) indicar
vínculos clave a otros artículos. Las notas del artículo en cursivaTérminos
pertenecenclave
específicamente a organizaciones sin fines de lucro.
Los términos en PEQUEÑAS CAPS se definen en el Glosario de Clave
Términos (páginas 47-54).
Tipo de información
Número de artículo Valor del punto del artículo Término clave en para proporcionar en respuesta
letras minúsculas a este artículo
artículo
Título del
y básico 7.5 Resultados financieros y de mercado: ¿cuál es su Änancial y
requisitos resultados de rendimiento del mercado? (90 pts.)
Proporcione datos e información para responder las siguientes preguntas:
a. R financieros y de mercado RESUL
Área para ESULTADOS
dirección (1) P ¿Cuáles son sus

RANFORME FINANCIERO financiero? ¿Cuáles son tus
RESULTADOS DE RENDIMIENTO actuales y NIVELES
TENDENCIAS en MEDIDAS CLAVE o INDICADORES de DESEMPEÑOTS financiero , incluyendo medidas agregadas de

retorno, viabilidad financiera y presupuestario , según corresponda? ¿Cómo funcionan estos
DESEMPEÑO difieren según el mercado
resultados
Encabezados SEGMENTOS y grupos de CLIENTES , según corresponda En general

resumiendo (2) P ¿Cuáles son sus resultados de
ERFORMANCE DEL MERCADO mercado? ¿Cuáles son tus
requisitos
RENDIMIENTO en el actuales? NIVELES
y en
TENDENCIAS o de
MEDIDAS CLAVE mercado, incluida la cuota de mercado o posición,
INDICADORES RENDIMIENTO en el
múltiple crecimiento del mercado y de la cuota de mercado, y nuevos mercados ingresados, según corresponda? ¿Cómo funcionan estos resultados
SEGMENTOS
difieren según ely grupos de CLIENTES , según corresponda
mercado
requisitos
Términos en TAPAS HYL KLfiULK PU [OL .SVZZHY` VM 2L`; LYTZ WHNLZ ¶
PEQUEÑAS
Múltiple
Notas requisitos
7.5a (1). Las medidas agregadas de rendimiento
ahorros,financiero podrían
gastos administrativos como porcentaje del presupuesto,
incluir aquellos para retorno de la inversión
y el(ROI), quelaoperan
costo de recaudación de fondos versus los fondos recaudados.
márgenes, rentabilidad o rentabilidad por 7.5a
segmento
(2). de mercado
Para organizaciones sin fines de lucro, las respuestas pueden incluir
ít. o grupo de clientes. Las medidas de viabilidad
medidasfinanciera
de podríano donaciones
incluir los de liquidez, relación deuda-capital,
nuevosdías dedonaciones
efectivo
programas o servicios
caritativas y el número de
ofrecidos.
notas en la mano, la utilización de activos y el flujo de caja. Las medidas deberían
se relacionan con las medidas financierasParaque informa
obtener en 4.1a (1) y
orientación adicional sobre este artículo,
los enfoques de gestión financiera que informa en el artículo Enlace consulte
a la Categoría
y Comentario
2.2. Para las organizaciones sin fines de lucro, medidasdel artículo (http://www.nist.gov/baldrige)
adicionales podrían Categoría
/publications/business_nonprofit_criteria.cfm).
incluir el rendimiento al presupuesto, fondos de reserva, prevención de costos o
y artículo
Comentario
Nota para organizaciones sin fines de lucro
2 2015¶2016 Baldrige Excellence Framework
Página 11
Artículos y valores de punto
Consulte las páginas 30-35 para ver el sistema de puntuación utilizado con los elementos de Criteria en una evaluación de Baldrige.
PAG Organizational ProÄle
P.1 Descripción de la organización

P.2 Situación organizacional
Categorías y artículos Valores puntuales
1 Liderazgo 120
1.1 Liderazgo Senior 70
1.2 Gobernabilidad y Responsabilidades Sociales 50
2 Estrategia 85
2.1 Desarrollo de la estrategia 45
2.2 Implementación de la estrategia 40
3 Clientes 85
3.1 Voz del cliente 40

3.2 Compromiso del cliente 45
4 Medición, análisis y gestión del conocimiento 90
4.1 Medición, análisis y mejora de
Desempeño de la organización 45
4.2 Gestión del conocimiento, información y
tecnología Información 45
5 Personal 85
5.1 Entorno de la fuerza de trabajo 40

5.2 Compromiso de la fuerza de trabajo 45
6 Operaciones 85
6.1 Procesos de trabajo 45
6.2 Eficacia Operacional 40
7 Resultados 450
7.1 Producto y resultados del proceso 120

7.2 Resultados centrados en el cliente 80
7.3 Resultados enfocados en la fuerza de trabajo 80
7.4 Resultados de liderazgo y gobernabilidad 80
7.5 Resultados financieros y de mercado 90
PUNTOS TOTALES 1,000
Criterios para elementos de excelencia de rendimiento y valores de puntos 3
Pagina 12
Comience con el ProÄle Organizacional
El perfil de la organización es el punto de partida más apropiado para la autoevaluación y para escribir una solicitud. Es critico
importante por las siguientes razones:
• Le ayuda a identificar las lagunas en la información clave y centrarse en los requisitos y resultados de rendimiento clave.
• Puede usarlo como una autoevaluación inicial. Si identifica temas para los cuales existe información conflictiva, poca o ninguna información disponible
capaz, utiliza estos temas para la planificación de acción.
• Establece el contexto y le permite abordar aspectos únicos de su organización en sus respuestas a los Criterios.
requisitos en las categorías 1-7.
P Organizational ProÄle
El Perfil de la organización es una instantánea de su organización, las influencias CLAVE sobre CÓMO funciona y su competitividad
ambiente.
P.1 Descripción organizacional: ¿Cuáles son sus características organizacionales clave?
En su respuesta, responda las siguientes preguntas:

a. Ambiente organizacional
(1) Ofertas de productos ¿Cuáles son sus principales ofertas de productos (consulte la nota en la página siguiente)? ¿Cuál es el relativo
importancia de cada uno para su éxito? ¿Qué mecanismos usas para entregar tus productos?
(2) M ISIÓN , V ISIÓN y V ALUD ¿Cuál es su MISIÓN , VISIÓN y VALORES declarados ? ¿Cuáles son los de su organización?
COMPETENCIAS BÁSICAS , y ¿cuál es su relación con su MISIÓN ?
(3) W ORKFORCE ProÄle ¿Cuál es su perfil de la plantilla? ¿Qué cambios recientes ha experimentado en el TRABAJO ?
¿La composición de FORCE o sus necesidades de WORKFORCE ? Qué son
• su WORKFORCE o grupos de empleados y SEGMENTOS ,
• los requisitos educativos para diferentes grupos de empleados y SEGMENTOS , y
• ¿los controladores KEY que los involucran en el logro de su MISIÓN y VISIÓN ?
¿Cuáles son sus unidades de negociación organizadas (representación sindical)? ¿Cuál es la salud especial de su organización y
¿requerimientos de seguridad?
(4) Activos ¿Cuáles son sus principales instalaciones, tecnologías y equipos?
(5) Requisitos regulatorios ¿Cuál es el entorno regulatorio bajo el cual opera? ¿Cuáles son las CLAVES?
reglamentos de salud y seguridad ocupacional aplicables; requisitos de acreditación, certificación o registro;
estándares de la industria; y regulaciones ambientales, financieras y de productos?
segundo. Relaciones organizacionales
(1) Estructura organizativa ¿Cuál es su estructura organizacional y su sistema de GOBERNANZA ? ¿Cuáles son los
¿informan las relaciones entre su junta de GOBIERNO , LÍDERES SENIOR y la organización matriz, según corresponda?
(2) C USTOMERS y S TAKEHOLDERS ¿Cuáles son sus SEGMENTOS de mercado CLAVE , grupos de CLIENTES y GRUPOS DE INTERÉS?
grupos, según corresponda? ¿Cuáles son sus requisitos y expectativas clave para sus productos, asistencia al cliente?
servicios y operaciones? ¿Cuáles son las diferencias en estos requisitos y expectativas entre SEG de mercado -
MENTS , CUSTOMER groups, and STAKEHOLDER groups?
(Continua en la siguiente pagina)
4 Criterios 2015-2016 para la excelencia en el desempeño
Página 13
(3) Suppliers and P ARTNERS What are your KEY types of suppliers, PARTNERS , and COLLABORATORS ? What role do
they play
• in your WORK SYSTEMS , especially in producing and delivering your KEY products and CUSTOMER support services;
y
• in enhancing your competitiveness?
What are your KEY mechanisms for two-way communication with suppliers, PARTNERS , and COLLABORATORS ? Qué
role, if any, do these organizations play in contributing and implementing INNOVATIONS in your organization? Qué
are your KEY supply-chain requirements?
Terms in SMALL CAPS HYL KLfiULK PU [OL .SVZZHY` VM 2L` ;LYTZ WHNLZ ¶
Notas
P. Your responses to the Organizational Profile questions Depending on the regions in which you operate, environ-
are very important. They set the context for understanding mental regulations might cover greenhouse gas emissions,
your organization and how it operates. Your responses to carbon regulations and trading, and energy efficiency.
all other questions in the Baldrige Criteria should relate to P.1b(1). For some nonprofit organizations, governance and
the organizational context you describe in this profile. Tu reporting relationships might include relationships with major
responses to the Organizational Profile questions thus allow
funding sources, such as granting agencies or foundations.
you to tailor your responses to all other questions to your
organization's uniqueness. P.1b(2). Customers include the users and potential users of
P.1a(1). Product offerings and products are the goods and your products. For some nonprofit organizations, customers
might include members, taxpayers, citizens, recipients, clients,
services you offer in the marketplace. Mechanisms for deliv- and beneficiaries, and market segments might be referred to as
ering products to your end-use customers might be direct or constituencies.
might be indirect, through dealers, distributors, collabora-
tors, or channel partners. Nonprofit organizations might refer P.1b(2). Customer groups might be based on common
to their product offerings as programs, projects, or services. expectations, behaviors, preferences, or profiles. Within a
P.1a(2). Core competencies are your organization's areas group, there may be customer segments based on differ-
ences, commonalities, or both. You might subdivide your
of greatest expertise. They are those strategically important market into market segments based on product lines or
capabilities that are central to fulfilling your mission or
features, distribution channels, business volume, geography,
provide an advantage in your marketplace or service or other factors that you use to define a market segment.
ambiente. Core competencies are frequently challenging
for competitors or suppliers and partners to imitate and P.1b(2). The requirements of your customer groups and
frequently preserve your competitive advantage. market segments might include on-time delivery, low defect
P.1a(2). Core competencies are one example of concepts levels, safety, security, ongoing price reductions, the leverag-
ing of technology, rapid response, after-sales service, and
that are woven throughout the Criteria to ensure a systems multilingual services. The requirements of your stakeholder
approach to organizational performance management. groups might include socially responsible behavior and
Other such concepts include innovation, use of data and community service. For some nonprofit organizations, these
information to review performance and create knowledge,
requirements might also include administrative cost reductions,
and change readiness and management. at-home services, and rapid response to emergencies.
P.1a(3). Workforce or employee groups and segments P.1b(2), P.1b(3). Customer, stakeholder, and operational
(including organized bargaining units) might be based on
requirements and expectations will drive your organization’s
type of employment or contract-reporting relationship, loca-
sensitivity to the risk of product, service, support, and
tion (including telework), tour of duty, work environment, supply-chain interruptions, including those due to natural
use of certain family-friendly policies, or other factors.
disasters and other emergencies.
P.1a(3). Organizations that also rely on volunteers and P.1b(3). Communication mechanisms should use under-
unpaid interns to accomplish their work should include standable language, and they might involve in-person
these groups as part of their workforce. contact, e-mail, social media, or the telephone. Para muchos
P.1a(5). Industry standards might include industrywide organizations, these mechanisms may change as market-
codes of conduct and policy guidance. In the Criteria, indus- place, customer, or stakeholder requirements change.
try refers to the sector in which you operate. For nonprofit
organizations, this sector might be charitable organizations, For additional guidance on this item, see the Category
professional associations and societies, religious organiza- and Item Commentary (http://www.nist.gov/baldrige
tions, or government entities—or a subsector of one of these. /publications/business_nonprofit_criteria.cfm).
Organizational Profile 5
Página 14
P.2 Organizational Situation: What is your organization's strategic situation?
In your response, include answers to the following questions:

a. Competitive Environment
(1) Competitive Position What is your competitive position? What are your relative size and growth in your industry
or the markets you serve? How many and what types of competitors do you have?
(2) Competitiveness Changes What KEY changes, if any, are affecting your competitive situation, including changes
that create opportunities for INNOVATION and collaboration, as appropriate?
(3) Comparative Data What KEY sources of comparative and competitive data are available from within your
industry? What KEY sources of comparative data are available from outside your industry? What limitations, if any,
affect your ability to obtain or use these data?
segundo. Strategic Context
What are your KEY STRATEGIC CHALLENGES and ADVANTAGES in the areas of business, operations, societal responsi-
bilities, and WORKFORCE ?
do. P ERFORMANCE Improvement System
What are the KEY elements of your PERFORMANCE improvement system, including your PROCESSES for evaluation and
improvement of KEY organizational projects and PROCESSES ?
Notas
P.2a. Like for-profit businesses, nonprofit organizations are P.2c. The Baldrige Scoring System (pages 30–35) uses
frequently in a highly competitive environment. Sin ánimo de lucroperformance improvement through learning and integration
organizations must often compete with other organizations as a dimension in assessing the maturity of organizational
and alternative sources of similar services to secure financial approaches and their deployment. This question is intended
and volunteer resources, membership, visibility in appropriate to set an overall context for your approach to performance
communities, and media attention. mejora. The approach you use should be related to
P.2b. Strategic challenges and advantages might relate to your organization's needs. Approaches that are compatible
with the overarching systems approach provided by the
technology, products, finances, operations, organizational
structure and culture, your parent organization's capabilities, Baldrige framework might include implementing a Lean
Enterprise System, applying Six Sigma methodology, using
customers and markets, brand recognition and reputation,
PDCA methodology, using standards from ISO (eg, 9000 or
your industry, globalization, climate change, your value
chain, and people. Strategic advantages might include 14000), using decision science, or employing other improve-
differentiators such as price leadership, design services, ment tools.
innovation rate, geographic proximity, accessibility, and
warranty and product options. For some nonprofit organiza- For additional guidance on this item, see the Category
tions, differentiators might also include relative influence with and Item Commentary (http://www.nist.gov/baldrige
decision makers, ratio of administrative costs to programmatic /publications/business_nonprofit_criteria.cfm).
contributions, reputation for program or service delivery, and
wait times for service.
P.2b. Throughout the Criteria, “business” refers to a nonprofit
organization's main mission area or enterprise activity.
6 2015¶2016 Criteria for Performance Excellence
Página 15
1 Leadership (120 pts.)
The Leadership category asks HOW SENIOR LEADERS ' personal actions guide and sustain your organization. It also asks about
your organization's GOVERNANCE system and HOW your organization fulfills its legal, ethical, and societal responsibilities.
1.1 Senior Leadership: How do your senior leaders lead the organization? (70 pts.)

a. V ISION , V ALUES , and M ISSION PROCESO
(1) V ISION and V ALUES H OW do SENIOR LEADERS set your organization's VISION and VALUES ? H OW do SENIOR
LEADERS DEPLOY the VISION and VALUES through your LEADERSHIP SYSTEM , to the WORKFORCE , to KEY suppliers and
PARTNERS , and to CUSTOMERS and other STAKEHOLDERS , as appropriate? H OW do SENIOR LEADERS ' personal actions
reflect a commitment to those VALUES ?
(2) Promoting Legal and E THICAL B EHAVIOR H OW do SENIOR LEADERS ' actions demonstrate their commitment to
legal and ETHICAL BEHAVIOR ? H OW do they promote an organizational environment that requires it?
(3) Creating a Successful Organization H OW do SENIOR LEADERS ' actions build an organization that is successful
now and in the future? H OW do they
• create an environment for the achievement of your MISSION , improvement of organizational PERFORMANCE ,
PERFORMANCE leadership, organizational LEARNING , and LEARNING for people in the WORKFORCE ;
• create a WORKFORCE culture that delivers a consistently positive CUSTOMER experience and fosters CUSTOMER
ENGAGEMENT ;
• create an environment for INNOVATION and INTELLIGENT RISK taking, achievement of your STRATEGIC OBJECTIVES ,
and organizational agility; y
• participate in succession planning and the development of future organizational leaders?
segundo. Communication and Organizational P ERFORMANCE
(1) Communication H OW do SENIOR LEADERS communicate with and engage the entire WORKFORCE and KEY
CUSTOMERS ? H OW do they
• encourage frank, two-way communication, including EFFECTIVE use of social media, when appropriate;
• communicate KEY decisions and needs for organizational change; y
• reinforce HIGH PERFORMANCE and a CUSTOMER and business focus by taking a direct role in motivating the
WORKFORCE , including by participating in reward and recognition programs?
(2) Focus on Action H OW do SENIOR LEADERS create a focus on action that will achieve the organization's MIS -
SION ? H OW do SENIOR LEADERS
• create a focus on action that will improve the organization's PERFORMANCE , achieve INNOVATION and INTELLIGENT
RISK taking, and attain its VISION ;
• identify needed actions; y
• in setting expectations for organizational PERFORMANCE , include a focus on creating and balancing VALUE for
CUSTOMERS and other STAKEHOLDERS ?
Notas
1.1. Your organizational performance results should be 1.1a(3). A successful organization is capable of addressing
reported in items 7.1–7.5. Results related to the effectiveness current business needs and, through agility and strategic
of leadership and the leadership system should be reported management, is capable of preparing for its future business,
in item 7.4. market, and operating environment. Achieving future
1.1a(1). Your organization's vision should set the context success may require leading transformational changes
for the strategic objectives and action plans you describe in in the organization's structure and culture. Both external
items 2.1 and 2.2. and internal factors should be considered. Factors in your
organization's sustainability might include workforce
1 Leadership 7
Página 16
capability and capacity, resource availability, technology, 1.1b(1). Nonprofit organizations that rely on volunteers to
knowledge, core competencies, work systems, facilities, and accomplish their work should also discuss efforts to communi-
equipo. Success now and in the future might be affected cate with and engage the volunteer workforce.
by changes in the marketplace and customer preferences, 1.1b(2). Senior leaders' focus on action considers your
in the financial markets, and in the legal and regulatory
ambiente. In the context of ongoing success, the concept strategy, workforce, work systems, and assets. Incluye
of innovation and taking intelligent risks includes both taking intelligent risks and implementing innovations and
technological and organizational innovation to help the ongoing improvements in productivity that may be achieved
organization succeed in the future. A successful organization by eliminating waste or reducing cycle time; mejora
also ensures a safe and secure environment for its workforce efforts might use techniques such as PDCA, Six Sigma,
and other key stakeholders. A successful organization is and Lean. Senior leaders' focus on action also includes the
capable of addressing risks and opportunities arising from actions needed to achieve your strategic objectives (see
environmental considerations and climate change. 2.2a[1]) and may involve establishing change management
plans for major organizational change or responding rapidly
1.1b(1). Use of social media may include delivering periodic to significant information from social media or other input.
messages through internal and external websites, tweets,
blogging, and customer and workforce electronic forums, For additional guidance on this item, see the Category
as well as monitoring external websites and blogs and and Item Commentary (http://www.nist.gov/baldrige
responding, when appropriate. /publications/business_nonprofit_criteria.cfm).
1.2 Governance and Societal Responsibilities: How do you govern your organization and
fulÄll your societal responsibilities& (50 pts.)

PROCESO
a. Organizational G OVERNANCE
(1) G OVERNANCE System H OW does your organization ensure responsible GOVERNANCE ? H OW do you review and
achieve the following KEY aspects of your GOVERNANCE system?
• Accountability for SENIOR LEADERS ' actions
• Accountability for strategic plans
• Fiscal accountability
• Transparency in operations
• Selection of GOVERNANCE board members and disclosure policies for them, as appropriate
• Independence and EFFECTIVENESS of internal and external audits
• Protection of STAKEHOLDER and stockholder interests, as appropriate
• Succession planning for SENIOR LEADERS
(2) P ERFORMANCE Evaluation H OW do you evaluate the PERFORMANCE of your SENIOR LEADERS , including the chief
executive, and your GOVERNANCE board? H OW do you use PERFORMANCE evaluations in determining executive
compensation? H OW do your SENIOR LEADERS and GOVERNANCE board use these PERFORMANCE evaluations to
advance their development
LEADERSHIP SYSTEM , asand improve both their own EFFECTIVENESS as leaders and that of your board and
appropriate?
segundo. Legal and E THICAL B EHAVIOR
(1) Legal and Regulatory Compliance H OW do you anticipate and address public concerns with your products
and operations? H OW do you
• address any adverse societal impacts of your products and operations;
• anticipate public concerns with your future products and operations; y
• prepare for these impacts and concerns proactively, including through conservation of natural resources and
EFFECTIVE supply-chain management PROCESSES , as appropriate?
What are your KEY compliance PROCESSES , MEASURES , and GOALS for meeting and surpassing regulatory and legal
requirements, as appropriate? What are your KEY PROCESSES , MEASURES , and GOALS for addressing risks associated
with your products and operations?
Página 17
(2) E THICAL B EHAVIOR H OW do you promote and ensure ETHICAL BEHAVIOR in all interactions? What are your KEY
PROCESSES and MEASURES or INDICATORS for enabling and monitoring ETHICAL BEHAVIOR in your GOVERNANCE
estructura; throughout your organization; and in interactions with your WORKFORCE , CUSTOMERS , PARTNERS , suppli-
ers, and other STAKEHOLDERS ? H OW do you monitor and respond to breaches of ETHICAL BEHAVIOR ?
do. Societal Responsibilities
(1) Societal Well-Being H OW do you consider societal well-being and benefit as part of your strategy and daily
operations? H OW do you contribute to societal well-being through your environmental, social, and economic
systems?
(2) Community Support H OW do you actively support and strengthen your KEY communities? What are your KEY
communities? H OW do you identify them and determine areas for organizational involvement, including areas that
leverage your CORE COMPETENCIES ? H OW do your SENIOR LEADERS , in concert with your WORKFORCE , contribute to
improving these communities?
Notas
1.2. Societal responsibilities in areas critical to your ongoing 1.2b(1). Nonprofit organizations should report, as appropriate,
marketplace success should also be addressed in Strategy how they meet and surpass the regulatory and legal require-
Development (item 2.1) and Operations (category 6). Key ments and standards that govern fundraising and lobbying.
results should be reported as Leadership and Governance 1.2b(2). Measures or indicators of ethical behavior might
Results (item 7.4). Examples are results related to regulatory include the percentage of independent board members,
and legal requirements (including the results of mandated measures of relationships with stockholder and non-
financial audits); reductions in environmental impacts stockholder constituencies, instances of ethical conduct or
through the use of “green” technology, resource-conserving compliance breaches and responses to them, survey results
activities, reduction of carbon footprint, or other means; o showing workforce perceptions of organizational ethics,
improvements in social impacts, such as the global use of ethics hotline use, and results of ethics reviews and audits.
enlightened labor practices. Measures or indicators of ethical behavior might also include
1.2. The health and safety of your workforce are not evidence that policies, workforce training, and monitoring
addressed in this item; you should address these workforce systems are in place for conflicts of interest; protection and
factors in items 5.1 and 6.2. use of sensitive data, information, and knowledge generated
1.2a(1). The governance board's review of organizational through synthesizing and correlating these data; and proper
use of funds.
performance and progress, if appropriate, is addressed in
4.1(b). 1.2c. Areas of societal contributions might include your
1.2a(1). Transparency in the operations of your governance efforts to improve the environment (eg, collaboration to
conserve the environment or natural resources); fortalecer
system should include your internal controls on governance local community services, education, health, and emergency
procesos. For some privately held businesses and nonprofit
preparedness; and improve the practices of trade, business,
organizations, an external advisory board may provide some
or professional associations.
or all governance board functions. For nonprofit organiza-
tions that serve as stewards of public funds, stewardship 1.2c. Some charitable organizations may contribute to society
of those funds and transparency in operations are areas of and support their key communities totally through mission-
énfasis. related activities. In such cases, it is appropriate to respond
1.2a(2). The evaluation of leaders' performance might be with any “extra efforts” through which you support these
comunidades.
supported by peer reviews, formal performance manage-
ment reviews, and formal or informal feedback from and
surveys of the workforce and other stakeholders. Para algunos For additional guidance on this item, see the Category
and Item Commentary (http://www.nist.gov/baldrige
privately held businesses and nonprofit and government
organizations, external advisory boards might evaluate the /publications/business_nonprofit_criteria.cfm).
performance of senior leaders and the governance board.
1 Leadership 9
Página 18
2 Strategy (85 pts.)
The Strategy category asks HOW your organization develops STRATEGIC OBJECTIVES and ACTION PLANS , implements them,
changes them if circumstances require, and measures progress.
2.1 Strategy Development: How do you develop your strategy? (45 pts.)

PROCESO
a. Strategy Development P ROCESS
(1) Strategic Planning P ROCESS H OW do you conduct your strategic planning? What are the KEY PROCESS steps?
Who are the KEY participants? What are your short- and longer-term planning horizons? H OW are they addressed
in the planning PROCESS ? H OW does your strategic planning PROCESS address the potential need for
• transformational change and prioritization of change initiatives,
• organizational agility, and
• operational flexibility?
(2) I NNOVATION H OW does your strategy development PROCESS stimulate and incorporate INNOVATION ? H OW
do you identify STRATEGIC OPPORTUNITIES ? H OW do you decide which STRATEGIC OPPORTUNITIES are INTELLIGENT
RISKS for pursuing? What are your KEY STRATEGIC OPPORTUNITIES ?
(3) Strategy Considerations H OW do you collect and analyze relevant data and develop information for your
strategic planning PROCESS ? In this collection and ANALYSIS , HOW do you include these KEY elements?
• Your STRATEGIC CHALLENGES and STRATEGIC ADVANTAGES
• Risks to your organization's future success
• Potential changes in your regulatory environment
• Potential blind spots in your strategic planning PROCESS and information
• Your ability to execute the strategic plan
(4) W ORK S YSTEMS and C ORE C OMPETENCIES What are your KEY WORK SYSTEMS ? H OW do you make WORK SYSTEM
decisions that facilitate the accomplishment of your STRATEGIC OBJECTIVES ? H OW do you decide which KEY
PROCESSES will be accomplished by external suppliers and PARTNERS ? H OW do those decisions consider your CORE
COMPETENCIES and the CORE COMPETENCIES of potential suppliers and PARTNERS ? H OW do you determine future
organizational CORE COMPETENCIES and WORK SYSTEMS ?
segundo. S TRATEGIC O BJECTIVES
(1) K EY S TRATEGIC O BJECTIVES What are your organization's KEY STRATEGIC OBJECTIVES and timetable for achiev-
ing them? What are your most important GOALS for these STRATEGIC OBJECTIVES ? What KEY changes, if any, are
planned in your products, CUSTOMERS and markets, suppliers and PARTNERS , and operations?
(2) S TRATEGIC O BJECTIVE Considerations H OW do your STRATEGIC OBJECTIVES achieve appropriate balance among
varying and potentially competing organizational needs? H OW do your STRATEGIC OBJECTIVES
• address your STRATEGIC CHALLENGES and leverage your CORE COMPETENCIES , STRATEGIC ADVANTAGES , and
STRATEGIC OPPORTUNITIES ;
• balance short- and longer-term planning horizons; y
• consider and balance the needs of all KEY STAKEHOLDERS ?
Notas
2.1. This item deals with your overall organizational 2.1. Strategy development refers to your organization’s
strategy, which might include changes in product offerings approach to preparing for the future. In developing your
and customer engagement processes. However, you should strategy, you might use various types of forecasts, projec-
describe the product design and customer engagement tions, options, scenarios, knowledge (see 4.2a for relevant
strategies, respectively, in items 6.1 and 3.2, as appropriate. organizational knowledge), analyses, or other approaches
Página 19
to envisioning the future in order to make decisions and might affect your products and services and the way you
allocate resources. Strategy development might involve key operate, as well as the rate of innovation; workforce and
suppliers, distributors, partners, and customers. Para algunos other resource needs; your ability to capitalize on diversity;
nonprofit organizations, strategy development might involve opportunities to redirect resources to higher-priority prod-
organizations providing similar services or drawing from the ucts, services, or areas; financial, societal, ethical, regulatory,
same donor population or volunteer workforce. technological, security, and other potential risks and oppor-
2.1. The term “strategy” should be interpreted broadly. Strat- tunities; your ability to prevent and respond to emergencies,
egy might be built around or lead to any or all of the fol- including natural or other disasters; changes in the local,
lowing: new products; redefinition of key customer groups national, or global economy; requirements for and strengths
or market segments; differentiation of your brand; nuevo and weaknesses of your partners and supply chain; cambios
core competencies; revenue growth via various approaches, in your parent organization; and other factors unique to
including acquisitions, grants, and endowments; divesti- tu organización.
turas; new partnerships and alliances; and new employee or 2.1a(3). Your strategic planning should address your ability
volunteer relationships. Strategy might be directed toward to mobilize the necessary resources and knowledge to
becoming a preferred supplier, local supplier in each of your execute the strategic plan. It should also address your ability
major customers' or partners' markets, low-cost producer, to execute contingency plans or, if circumstances require, a
market innovator, or provider of a high-end or customized shift in plans and rapid execution of new or changed plans.
product or service. It might also be directed toward meeting
a community or public need. 2.1a(4). Decisions
decisions about work
involve protecting systems are
intellectual strategic.
property, Estas
capital-
2.1a(2). Strategic opportunities arise from outside-the-box izing on core competencies, and mitigating risk. Decisiones
thinking, brainstorming, capitalizing on serendipity, research about your work systems affect organizational design and
and innovation processes, nonlinear extrapolation of structure, size, locations, profitability, and ongoing success.
current conditions, and other approaches to imagining a In a generic view of an organization, for example, the
different future. The generation of ideas that lead to strategic organization might define three work systems: one that
opportunities benefits from an environment that encour- addresses production of the product or service, one that
ages nondirected, free thought. Choosing which strategic engages the customer, and one that comprises systems that
opportunities to pursue involves considering relative risk, support production and customer engagement.
financial and otherwise, and then making intelligent choices 2.1b(1). Strategic objectives might address rapid response,
(“intelligent risks”). customization, co-location with major customers or partners,
2.1a(3). Data and information may come from a variety of workforce capability and capacity, specific joint ventures,
internal and external sources and in a variety of forms. Datos virtual manufacturing, rapid or market-changing innovation,
are available in increasingly greater volumes and at greater ISO quality or environmental systems registration, societal
velocidades The ability to capitalize on data and information, responsibility actions or leadership, social media and web-
including large datasets (“big data”), is based on the ability based supplier and customer relationship management,
to analyze the data, draw conclusions, and pursue actions, and product and service quality enhancements. Respuestas
including intelligent risks. should focus on your specific challenges, advantages, and
2.1a(3). Data and information might relate to customer and opportunities—those most important to your ongoing suc-
market requirements, expectations, and opportunities; tu cess and to strengthening your overall performance.
core competencies; the competitive environment and your
performance now and in the future relative to competitors For additional guidance on this item, see the Category
and comparable organizations; your product life cycle; and Item Commentary (http://www.nist.gov/baldrige
technological and other key innovations or changes that /publications/business_nonprofit_criteria.cfm).
2 Strategy 11
Página 20
2.2 Strategy Implementation: How do you implement your strategy? (40 pts.)

a. A CTION P LAN Development and D EPLOYMENT PROCESO
(1) A CTION P LANS What are your KEY short- and longer-term ACTION PLANS ? What is their relationship to your
STRATEGIC OBJECTIVES ? H OW do you develop your ACTION PLANS ?
(2) A CTION P LAN Implementation H OW do you DEPLOY your ACTION PLANS ? H OW do you DEPLOY your ACTION
PLANS to your WORKFORCE and to KEY suppliers and PARTNERS , as appropriate, to ensure that you achieve your KEY
STRATEGIC OBJECTIVES ? H OW do you ensure that you can sustain the KEY outcomes of your ACTION PLANS ?
(3) Resource Allocation H OW do you ensure that financial and other resources are available to support the
achievement of your ACTION PLANS while you meet current obligations? H OW do you allocate these resources to
support the plans? H OW do you manage the risks associated with the plans to ensure your financial viability?
(4) W ORKFORCE Plans What are your KEY WORKFORCE plans to support your short- and longer-term STRATEGIC
OBJECTIVES and ACTION PLANS ? H OW do the plans address potential impacts on your WORKFORCE members and
any potential changes in WORKFORCE CAPABILITY and CAPACITY needs?
(5) P ERFORMANCE M EASURES What KEY PERFORMANCE MEASURES or INDICATORS do you use to track the achieve-
ment and EFFECTIVENESS of your ACTION PLANS ? H OW does your overall ACTION PLAN measurement system
reinforce organizational ALIGNMENT ?
(6) P ERFORMANCE P ROJECTIONS For these KEY PERFORMANCE MEASURES or INDICATORS , what are your PERFOR -
MANCE PROJECTIONS for your short- and longer-term planning horizons? How does your projected PERFORMANCE
on these MEASURES or INDICATORS compare with your PROJECTIONS of the PERFORMANCE of your competitors or
comparable organizations and with KEY BENCHMARKS , as appropriate? If there are gaps in PERFORMANCE against
your competitors or comparable organizations, HOW do you address them?
segundo. A CTION P LAN 4VKPÄJH[PVU
H OW do you establish and implement modified ACTION PLANS if circumstances require a shift in plans and rapid
execution of new plans?
Notas
2.2. The development and deployment of your strategy and • Category 6: how you address changes to your work
action plans are closely linked to other Criteria items. los processes resulting from action plans
following are examples of key linkages:
• Item 7.1: specific accomplishments relative to your
• Item
cate1.1:
organizational
how your senior
direction
leaders set and communi- organizational
2.2a(2). Action plan strategy and action
implementation andplans
deployment
• Category 3: how you gather customer and market may require modifications in organizational structures and
knowledge as input to your strategy and action plans operating modes. Action plan success benefits from visible
and to use in deploying action plans short-term wins as well as long-term actions.
• Category 4: how you measure and analyze data and 2.2a(6). Measures and indicators of projected performance
manage knowledge to support key information needs, might include consideration of changes resulting from new
support the development of strategy, provide an effec- ventures; organizational acquisitions or mergers; new value
tive basis for performance measurements, and track creation; market entry and shifts; new legislative mandates,
progress on achieving strategic objectives and action legal requirements, or industry standards; and significant
planes anticipated innovations in services and technology.
• Category 5: how you meet workforce capability and 2.2b. Organizational agility requires the ability to adapt to
capacity needs, determine needs and design your changing circumstances, both internal and external.
workforce development and learning system, and
implement workforce-related changes resulting from For additional guidance on this item, see the Category
action plans and Item Commentary (http://www.nist.gov/baldrige
Página 21
3 Customers (85 pts.)
The C USTOMERS category asks HOW your organization engages its CUSTOMERS for long-term marketplace success, including
HOW your organization listens to the VOICE OF THE CUSTOMER , builds CUSTOMER relationships, and uses CUSTOMER informa-
tion to improve and to identify opportunities for INNOVATION .
3.1 Voice of the Customer: How do you obtain information from your customers? (40 pts.)

PROCESO
a. C USTOMER Listening
(1) Current C USTOMERS H OW do you listen to, interact with, and observe CUSTOMERS to obtain actionable infor-
mation? H OW do your listening methods vary for different CUSTOMERS , CUSTOMER groups, or market SEGMENTS ?
H OW do you use social media and web-based technologies to listen to CUSTOMERS , as appropriate? H OW do your
listening methods vary across the CUSTOMER life cycle? H OW do you seek immediate and actionable feedback from
CUSTOMERS on the quality of products, CUSTOMER support, and transactions?
(2) Potential C USTOMERS H OW do you listen to potential CUSTOMERS to obtain actionable information? H OW do
you listen to former CUSTOMERS , potential CUSTOMERS , and competitors' CUSTOMERS to obtain actionable informa-
tion on your products, CUSTOMER support, and transactions, as appropriate?
segundo. Determination of C USTOMER Satisfaction and E NGAGEMENT
(1) Satisfaction, Dissatisfaction, and E NGAGEMENT H OW do you determine CUSTOMER satisfaction, dissatisfac-
tion, and ENGAGEMENT ? H OW do your determination methods differ among your CUSTOMER groups and market
SEGMENTS , as appropriate? H OW do your measurements capture actionable information to use in exceeding your
CUSTOMERS ' expectations and securing your CUSTOMERS ' ENGAGEMENT for the long term?
(2) Satisfaction Relative to Competitors H OW do you obtain information on CUSTOMERS ' satisfaction with your
organization relative to other organizations? H OW do you obtain information on your CUSTOMERS ' satisfaction
• relative to their satisfaction with your competitors and
• relative to the satisfaction of CUSTOMERS of other organizations that provide similar PRODUCTS or to industry
BENCHMARKS , as appropriate?
Notas
3.1. The voice of the customer refers to your process for control, such as wikis, online forums, and blogs other than
capturing customer-related information. Voice-of-the- tu propio.
customer processes are intended to be proactive and con- 3.1a(1). The customer life cycle begins in the product
tinuously innovative so that they capture stated, unstated, concept or pre-sale period and continues through all stages
and anticipated customer requirements, expectations, and
of your involvement with the customer. These stages might
desires. The goal is customer engagement. In listening to include relationship building, the active business relation-
the voice of the customer, you might gather and integrate ship, and an exit strategy, as appropriate.
various types of customer data, such as survey data, focus
group findings, blog comments and data from other social 3.1b. You might use any or all of the following to determine
media, warranty data, marketing and sales information, customer satisfaction and dissatisfaction: surveys, formal and
and complaint data that affect customers' purchasing and informal feedback, customer account histories, complaints,
engagement decisions. field reports, win/loss analysis, customer referral rates, and
3.1. For additional considerations on the products and business transaction completion rates. You might gather information
on the web, through personal contact or a third party, or by
of nonprofit organizations, see the notes to P.1a(1) and P.2b. correo. Determining customer dissatisfaction should be seen
3.1a(1). Social media and web-based technologies are a as more than reviewing low customer satisfaction scores.
growing mode of gaining insight into how customers per- Dissatisfaction should be independently determined to
ceive all aspects of your involvement with them. Escuchando identify root causes and enable a systematic remedy to avoid
through social media may include monitoring comments on future dissatisfaction.
social media outlets you moderate and on those you do not
3 Customers 13
Página 22
3.1b(2). Information you obtain on relative customer information on why customers choose your competitors
satisfaction may include comparisons with competitors, over you.
comparisons with other organizations that deliver similar
products in a noncompetitive marketplace, or comparisons For additional guidance on this item, see the Category
obtained through trade or other organizations. Información and Item Commentary (http://www.nist.gov/baldrige
obtained on relative customer satisfaction may also include /publications/business_nonprofit_criteria.cfm).
3.2 Customer Engagement: How do you engage customers by serving their needs
and building relationships? (45 pts.)

a. Product Offerings and C USTOMER Support PROCESO
(1) Product Offerings H OW do you determine product offerings? H OW do you

• determine CUSTOMER and market needs and requirements for product offerings and services;
• identify and adapt product offerings to meet the requirements and exceed the expectations of your CUSTOMER
groups and market SEGMENTS ; y
• identify and adapt product offerings to enter new markets, to attract new CUSTOMERS , and to create opportunities
to expand relationships with current CUSTOMERS , as appropriate?
(2) C USTOMER Support H OW do you enable CUSTOMERS to seek information and support? H OW do you enable
them to conduct business with you? What are your KEY means of CUSTOMER support, including your KEY communi-
cation mechanisms? H OW do they vary for different CUSTOMERS , CUSTOMER groups, or market SEGMENTS ? H OW do
tú
• determine your CUSTOMERS ' KEY support requirements and
• DEPLOY these requirements to all people and PROCESSES involved in CUSTOMER support?
(3) C USTOMER Segmentation H OW do you determine your CUSTOMER groups and market SEGMENTS ? H OW do you
• use information on CUSTOMERS , markets, and product offerings to identify current and anticipate future CUS -
TOMER groups and market SEGMENTS ;
• consider competitors' CUSTOMERS and other potential CUSTOMERS and markets in this segmentation; y
• determine which CUSTOMERS , CUSTOMER groups, and market SEGMENTS to emphasize and pursue for business
¿crecimiento?
segundo. C USTOMER Relationships
(1) Relationship Management H OW do you build and manage CUSTOMER relationships? H OW do you market,
build, and manage relationships with CUSTOMERS to
• acquire CUSTOMERS and build market share;
• manage and enhance your brand image;
• retain CUSTOMERS , meet their requirements, and exceed their expectations in each stage of the CUSTOMER life
ciclo; y
• increase their ENGAGEMENT with you?
H OW do you leverage social media to manage and enhance your brand and to enhance CUSTOMER ENGAGEMENT
and relationships with your organization, as appropriate?
(2) Complaint Management H OW do you manage CUSTOMER complaints? H OW do you resolve complaints
promptly and EFFECTIVELY ? H OW does your management of CUSTOMER complaints enable you to recover your
CUSTOMERS ' confidence, enhance their satisfaction and ENGAGEMENT , and avoid similar complaints in the future?
Página 23
Notas
3.2. Customer engagement refers to your customers' take into account how transactions occur and factors such
investment in or commitment to your brand and product as the privacy and security of customer data. Your results
ofrendas. Characteristics of engaged customers include on performance relative to key product features should be
retention, brand loyalty, willingness to make an effort to reported in item 7.1, and those for customer perceptions and
do business—and increase their business—with you, and actions (outcomes) should be reported in item 7.2.
willingness to actively advocate for and recommend your 3.2a(2). The goal of customer support is to make your
brand and product offerings.
organization easy to do business with and responsive to
3.2a. Product offerings refer to the goods and services that your customers' expectations.
you offer in the marketplace. In identifying product offer- 3.2b. Building customer relationships might include devel-
ings, you should consider all the important characteristics oping partnerships or alliances with customers.
of products and services and their performance throughout
their full life cycle and the full consumption chain. The focus 3.2b(1). Brand management is generally associated with
should be on features that affect customers' preference for marketing to improve the perceived value of your product
and loyalty to you and your brand—for example, features or brand. Successful brand management builds customer
that differentiate your products from competing offerings loyalty and positive associations, and it protects your brand
or other organizations' services. Those features might and intellectual property.
include price, reliability, value, delivery, timeliness, product-
customization, ease of use, requirements for the use and dis- For additional guidance on this item, see the Category
posal of hazardous materials, customer or technical support, and Item Commentary (http://www.nist.gov/baldrige
and the sales relationship. Key product features might also /publications/business_nonprofit_criteria.cfm).
3 Customers 15
Página 24
4 Measurement, Analysis, and

Knowledge Management (90 pts.)
The Measurement, A NALYSIS , and Knowledge Management category asks HOW your organization selects, gathers, analyzes,
manages, and improves its data, information, and KNOWLEDGE ASSETS ; HOW it learns; and HOW it manages information
tecnología. The category also asks HOW your organization uses review findings to improve its PERFORMANCE .
4.1 Measurement, Analysis, and Improvement of Organizational Performance:
How do you measure, analyze, and then improve
organizational performance? (45 pts.)

a. P ERFORMANCE Measurement PROCESO
(1) P ERFORMANCE M EASURES H OW do you use data and information to track daily operations and overall organi-
zational PERFORMANCE ? H OW do you
• select, collect, align, and integrate data and information to use in tracking daily operations and overall organiza-
tional PERFORMANCE ; y
• track progress on achieving STRATEGIC OBJECTIVES and ACTION PLANS ?
What are your KEY organizational PERFORMANCE MEASURES , including KEY short- and longer-term financial MEA -
SURES ? How frequently do you track these MEASURES ?
(2) Comparative Data H OW do you select and EFFECTIVELY use comparative data and information? H OW do you
select and EFFECTIVELY use KEY comparative data and information to support operational decision making?
(3) C USTOMER Data H OW do you use VOICE - OF - THE - CUSTOMER and market data and information? H OW do you
• select and EFFECTIVELY use VOICE - OF - THE - CUSTOMER and market data and information (including aggregated
data on complaints) to build a more CUSTOMER -focused culture and to support operational decision making, and
• use data and information gathered through social media, as appropriate?
(4) Measurement Agility H OW do you ensure that your PERFORMANCE measurement system can respond to rapid
or unexpected organizational or external changes?
segundo. P ERFORMANCE A NALYSIS and Review
H OW do you review your organization's PERFORMANCE and capabilities? H OW do you use your KEY organizational
PERFORMANCE
perform to support MEASURES
these reviews ,and
as well as comparative
ensure and CUSTOMER
that conclusions data,HinOW
are valid? these
doreviews? What ANALYSES
your organization and itsdoSENIOR
you
LEADERS use these reviews to
• assess organizational success, competitive PERFORMANCE , financial health, and progress on achieving your
STRATEGIC OBJECTIVES and ACTION PLANS ; y
• respond rapidly to changing organizational needs and challenges in your operating environment, including any
need for transformational change in organizational structure and WORK SYSTEMS ?
H OW does your GOVERNANCE board review the organization's PERFORMANCE and its progress on STRATEGIC OBJECTIVES
and ACTION PLANS , if appropriate?
do. P ERFORMANCE Improvement
(1) Best Practices H OW do you share best practices in your organization? H OW do you identify organizational
units or operations that are HIGH PERFORMING ? H OW do you identify their best practices for sharing and implement
them across the organization, as appropriate?
(2) Future P ERFORMANCE H OW do you project your organization's future PERFORMANCE ? H OW do you use findings
from PERFORMANCE reviews (addressed in 4.1b) and KEY comparative and competitive data in projecting future
PERFORMANCE ? H OW do you reconcile any differences between these PROJECTIONS of future PERFORMANCE and
PERFORMANCE PROJECTIONS developed for your KEY ACTION PLANS (addressed in 2.2a[6])?
dieciséis 2015¶2016 Criteria for Performance Excellence
Página 25
(3) Continuous Improvement and I NNOVATION H OW do you use findings from PERFORMANCE reviews (addressed
in 4.1b) to develop priorities for continuous improvement and opportunities for INNOVATION ? H OW do you
DEPLOY these priorities and opportunities
• to work group and functional-level operations and
• when appropriate, to your suppliers, PARTNERS , and COLLABORATORS to ensure organizational ALIGNMENT ?
Notas
4.1. The results of organizational performance analysis by performance measures reported throughout your Criteria
and review should inform the strategy development and item responses, and they should be guided by the strategic
implementation you describe in category 2. objectives and action plans you identify in category 2. The
4.1. Your organizational performance results should be reviews might also be informed by internal or external
reported in items 7.1–7.5. Baldrige assessments.
4.1a. Data and information from performance measurement 4.1b. Performance analysis includes examining performance
should be used to support fact-based decisions that set and tendencias; organizational, industry, and technology projec-
align organizational directions and resource use at the work ciones; and comparisons, cause-effect relationships, and
unit, key process, department, and organization levels. correlaciones. This analysis should support your performance
reviews, help determine root causes, and help set priorities
4.1a(2). Comparative data and information are obtained for resource use. Accordingly, such analysis draws on all
by benchmarking and by seeking competitive comparisons. types of data: product performance, customer-related,
Benchmarking is identifying processes and results that rep- financial and market, operational, and competitive. los
resent best practices and performance for similar activities, analysis should also draw on publicly mandated measures,
inside or outside your industry. Competitive comparisons cuando sea apropiado.
relate your performance to that of competitors and other
organizations providing similar products and services. Uno For additional guidance on this item, see the Category
source of this information might be social media or the web. and Item Commentary (http://www.nist.gov/baldrige
4.1b. Organizational performance reviews should be /publications/business_nonprofit_criteria.cfm).
informed by organizational performance measurement and
4 Measurement, Analysis, and Knowledge Management 17
Página 26
4.2 Knowledge Management, Information, and Information Technology:

How do you manage your organizational knowledge assets, information, and
information technology infrastructure? (45 pts.)

PROCESO
a. Organizational Knowledge
(1) Knowledge Management H OW do you manage organizational knowledge? H OW do you
• collect and transfer WORKFORCE knowledge;
• blend and correlate data from different sources to build new knowledge;
• transfer relevant knowledge from and to CUSTOMERS , suppliers, PARTNERS , and COLLABORATORS ; y
• assemble and transfer relevant knowledge for use in your INNOVATION and strategic planning PROCESSES ?
(2) Organizational L EARNING H OW do you use your knowledge and resources to embed LEARNING in the way
your organization operates?
segundo. Data, Information, and Information Technology
(1) Data and Information Quality H OW do you verify and ensure the quality of organizational data and
information? H OW do you manage electronic and other data and information to ensure their accuracy and validity,
integrity and reliability, and currency?
(2) Data and Information Security H OW do you ensure the security of sensitive or privileged data and informa-
tion? H OW do you manage electronic and other data and information to ensure confidentiality and only appropriate
access? H OW do you oversee the cybersecurity of your information systems?
(3) Data and Information Availability H OW do you ensure the availability of organizational data and informa-
tion? H OW do you make needed data and information available in a user-friendly format and timely manner to
your WORKFORCE , suppliers, PARTNERS , COLLABORATORS , and CUSTOMERS , as appropriate?
(4) Hardware and Software Properties H OW do you ensure that hardware and software are reliable, secure, and
user-friendly?
(5) Emergency Availability In the event of an emergency, HOW do you ensure that hardware and software
systems and data and information continue to be secure and available to EFFECTIVELY serve CUSTOMERS and
business needs?
Notas
4.2a(1). Blending and correlating data from different sources sensitive information about employees, customers, and
may involve handling big data sets and disparate types of organizaciones; protecting assets stored in the cloud or
data and information, such as data tables, video, and text. outside your organization's control; protecting intellectual
Furthermore, organizational knowledge constructed from property; and protecting against the financial, legal, and
these data may be speculative and may reveal sensitive reputational aspects of data breaches.
information about organizations or individuals that must be
protected from use for any other purposes. For additional guidance on this item, see the Category
4.2b(2). Managing cybersecurity (the security of electronic and Item Commentary (http://www.nist.gov/baldrige
data) includes, for example, protecting against the loss of
Página 27
5 Workforce (85 pts.)
The W ORKFORCE category asks HOW your organization assesses WORKFORCE CAPABILITY and CAPACITY needs and builds a
WORKFORCE environment conducive to HIGH PERFORMANCE . The category also asks HOW your organization engages, manages,
and develops your WORKFORCE to utilize its full potential in ALIGNMENT with your organization's overall business needs.
5.1 Workforce Environment: How do you build an effective and

supportive workforce environment? (40 pts.)

a. W ORKFORCE C APABILITY and C APACITY PROCESO
(1) C APABILITY and C APACITY H OW do you assess your WORKFORCE CAPABILITY and CAPACITY needs? H OW do you
assess the skills, competencies, certifications, and staffing levels you need?
(2) New W ORKFORCE Members H OW do you recruit, hire, place, and retain new WORKFORCE members? H OW do
you ensure that your WORKFORCE represents the diverse ideas, cultures, and thinking of your hiring and CUSTOMER
community?
(3) Work Accomplishment H OW do you organize and manage your WORKFORCE ? H OW do you organize and man-
age your WORKFORCE to
• accomplish your organization's work,
• capitalize on your organization's CORE COMPETENCIES ,
• reinforce a CUSTOMER and business focus, and
• exceed PERFORMANCE expectations?
(4) W ORKFORCE Change Management H OW do you prepare your WORKFORCE for changing CAPABILITY and
CAPACITY needs? H OW do you
• manage your WORKFORCE , its needs, and your organization's needs to ensure continuity, prevent WORKFORCE
reductions, and minimize the impact of such reductions, if they become necessary;
• prepare for and manage periods of WORKFORCE growth; y
• prepare your WORKFORCE for changes in organizational structure and WORK SYSTEMS , when needed?
segundo. W ORKFORCE Climate
(1) Workplace Environment H OW do you ensure workplace health, security, and accessibility for the WORK -
FORCE ? What are your PERFORMANCE MEASURES and improvement GOALS for your workplace environmental
factors? For your different workplace environments, what significant differences are there in these factors and their
PERFORMANCE MEASURES or targets?
(2) W ORKFORCE )LULÄ[Z HUK 7VSPJPLZ H OW do you support your WORKFORCE via services, benefits, and policies?
H OW do you tailor these to the needs of a diverse WORKFORCE and different WORKFORCE groups and SEGMENTS ?
What KEY benefits do you offer your WORKFORCE ?
Notas
5.1. Workforce refers to the people actively involved in 5.1a. Workforce capability refers to your organization’s
accomplishing your organization's work. It includes perma- ability to carry out its work processes through its people’s
nent, temporary, and part-time personnel, as well as any knowledge, skills, abilities, and competencies. Capacidad
contract employees you supervise. It includes team leaders, may include the ability to build and sustain relationships
supervisors, and managers at all levels. People supervised with customers; innovate and transition to new technolo-
by a contractor should be addressed in categories 2 and gies; develop new products, services, and work processes;
6 as part of your larger work system strategy and your and meet changing business, market, and regulatory
internal work processes. For organizations that also rely on demandas.
volunteers, workforce includes these volunteers.
5 Workforce 19
Página 28
Workforce capacity refers to your organization's ability address changes in your external environment, culture,
to ensure sufficient staffing levels to carry out its work technology, or strategic objectives.
processes and successfully deliver products to customers, 5.1a(4). Preparing your workforce for changing capability
including the ability to meet seasonal or varying demand and capacity needs might include training, education,
levels. frequent communication, consideration of workforce
5.1a. Your assessment of workforce capability and capacity employment and employability, career counseling, and
needs should consider not only current needs but also outplacement and other services.
future requirements based on the strategic objectives and 5.1b(1). Workplace accessibility maximizes productivity by
action plans you identify in category 2 and the performance eliminating barriers that can prevent people with disabilities
projections you discuss in 4.1c(2).
from working to their potential. A fully inclusive workplace
5.1a(2). This requirement refers only to new workforce is physically, technologically, and attitudinally accessible.
miembros. The retention of existing workforce members is
considered in item 5.2, Workforce Engagement. For additional guidance on this item, see the Category
5.1a(3), 5.1a(4). Organizing and managing your workforce and Item Commentary (http://www.nist.gov/baldrige
may involve organizing the workforce for change as you /publications/business_nonprofit_criteria.cfm).
Página 29
5.2 Workforce Engagement: How do you engage your workforce to achieve

a high-performance work environment? (45 pts.)

a. W ORKFORCE E NGAGEMENT and P ERFORMANCE PROCESO
(1) Organizational Culture H OW do you foster an organizational culture that is characterized by open com-
munication, HIGH PERFORMANCE , and an engaged WORKFORCE ? H OW do you ensure that your organizational
culture benefits from the diverse ideas, cultures, and thinking of your WORKFORCE ? H OW do you EMPOWER your
WORKFORCE ?
(2) Drivers of E NGAGEMENT H OW do you determine the KEY drivers of WORKFORCE ENGAGEMENT ? H OW do you
determine these drivers for different WORKFORCE groups and SEGMENTS ?
(3) Assessment of E NGAGEMENT H OW do you assess WORKFORCE ENGAGEMENT ? What formal and informal assess-
ment methods and MEASURES do you use to determine WORKFORCE ENGAGEMENT , including satisfaction? H OW do
these methods and MEASURES differ across WORKFORCE groups and SEGMENTS ? H OW do you also use other INDICA -
TORS , such as WORKFORCE retention, absenteeism, grievances, safety, and PRODUCTIVITY , to assess and improve
WORKFORCE ENGAGEMENT ?
(4) P ERFORMANCE Management H OW does your WORKFORCE PERFORMANCE management system support HIGH
PERFORMANCE and WORKFORCE ENGAGEMENT ? H OW does it consider WORKFORCE compensation, reward, recogni-
tion, and incentive practices? H OW does it reinforce
• INTELLIGENT RISK taking to achieve INNOVATION ,
• a CUSTOMER and business focus, and
• achievement of your ACTION PLANS ?
segundo. W ORKFORCE and Leader Development
(1) L EARNING and Development System H OW does your LEARNING and development system support the organi-
zation's needs and the personal development of your WORKFORCE members, managers, and leaders? H OW does
the system
• address your organization's CORE COMPETENCIES , STRATEGIC CHALLENGES , and achievement of short- and long-
term ACTION PLANS ;
• support organizational PERFORMANCE improvement, organizational change, and INNOVATION ;
• support ethics and ethical business practices;
• improve CUSTOMER focus;
• ensure the transfer of knowledge from departing or retiring WORKFORCE members; y
• ensure the reinforcement of new knowledge and skills on the job?
(2) L EARNING and Development E FFECTIVENESS H OW do you evaluate the EFFECTIVENESS and efficiency of your
LEARNING and development system? H OW do you
• correlate LEARNING and development outcomes with findings from your assessment of WORKFORCE ENGAGEMENT
and with KEY business RESULTS reported in category 7, and
• use these correlations to identify opportunities for improvement in both WORKFORCE ENGAGEMENT and LEARN -
ING and development offerings?
(3) Career Progression H OW do you manage career progression for your organization? H OW do you manage
career development for your WORKFORCE ? H OW do you carry out succession planning for management and leader-
ship positions?
Notas
5.2. Understanding the characteristics of high-performance These characteristics are described in detail in the definition
work environments, in which people do their utmost for of high performance (page 49).
their customers' benefit and the organization's success, is 5.2a(2). Drivers of workforce engagement (identified in
key to understanding and building an engaged workforce. P.1a[3]) refer to the drivers of workforce members' commit-
5 Workforce 21
Página 30
ment, both emotional and intellectual, to accomplishing the 5.2b. Your response should include how you address any
organization's work, mission, and vision. unique considerations for workforce development, learning,
5.2a(4). Compensation, recognition, and related reward and and career progression that stem from your organization.
incentive practices include promotions and bonuses that Your response should also consider the breadth of develop-
might be based on performance, skills acquired, adaptation ment opportunities you might offer, including education,
to new work systems and culture, and other factors. Recog- training, coaching, mentoring, and work-related experiences.
nition can include monetary and nonmonetary, formal and
informal, and individual and group mechanisms . In some For additional guidance on this item, see the Category
government organizations, compensation systems are set by lawand Item Commentary (http://www.nist.gov/baldrige
or regulation; therefore, reward and recognition systems must /publications/business_nonprofit_criteria.cfm).
use other options.
Página 31
6 Operations (85 pts.)
The Operations category asks HOW your organization designs, manages, improves, and innovates its products and WORK
PROCESSES and improves operational EFFECTIVENESS to deliver CUSTOMER VALUE and achieve ongoing organizational success.
6.1 Work Processes: How do you design, manage, and improve your
key products and work processes? (45 pts.)

a. Product and P ROCESS Design PROCESO

(1) Product and P ROCESS Requirements H OW do you determine KEY product and WORK PROCESS requirements?
What are your organization's KEY WORK PROCESSES ? What are the KEY requirements for these WORK PROCESSES ?
(2) Design Concepts H OW do you design your products and WORK PROCESSES to meet requirements? H OW do
you incorporate new technology, organizational knowledge, product excellence, CUSTOMER VALUE , and the potential
need for agility into these products and PROCESSES ?
segundo. P ROCESS Management
(1) P ROCESS Implementation H OW does your day-to-day operation of WORK PROCESSES ensure that they meet
KEY PROCESS requirements? What KEY PERFORMANCE MEASURES or INDICATORS and in-process MEASURES do you
use to control and improve your WORK PROCESSES ? How do these MEASURES relate to end-product quality and
PERFORMANCE ?
(2) Support P ROCESSES H OW do you determine your KEY support PROCESSES ? What are your KEY support PRO -
CESSES ? H OW does your day-to-day operation of these PROCESSES ensure that they meet KEY business support
requisitos?
(3) Product and P ROCESS Improvement H OW do you improve your WORK PROCESSES to improve products and
PERFORMANCE , enhance your CORE COMPETENCIES , and reduce variability?
do. I NNOVATION Management
H OW do you manage for INNOVATION ? H OW do you pursue the STRATEGIC OPPORTUNITIES that you determine are
INTELLIGENT RISKS ? H OW do you make financial and other resources available to pursue these opportunities? H OW do
you discontinue pursuing opportunities at the appropriate time to enhance support for higher-priority opportunities?
Notas
6.1. The results of improvements in product and process other workforce members engaged in product design and
performance should be reported in item 7.1. delivery, customer interactions, and business and enterprise
6.1a(1). Your key work processes are your most important administración.
internal value-creation processes. They might include 6.1b(3). To improve process performance and reduce
product design and delivery, customer support, and business variability, you might implement approaches such as a Lean
procesos. Your key work processes are those that involve Enterprise System, Six Sigma methodology, ISO quality
the majority of your workforce and produce customer, system standards, PDCA methodology, decision sciences,
stakeholder, and stockholder value. Projects are unique work or other process improvement tools. These approaches
processes intended to produce an outcome and then go out might be part of the performance improvement system you
of existence. describe in P.2c in the Organizational Profile.
6.1a(2). The potential need for agility could include 6.1c. Your innovation management process should capital-
changes in work processes as a result of overall work system ize on strategic opportunities identified in 2.1a(2).
changes, such as bringing a supply-chain process in-house
to avoid disruptions in supply due to increasing external For additional guidance on this item, see the Category
events triggered by climate change or other unpredictable and Item Commentary (http://www.nist.gov/baldrige
factores. /publications/business_nonprofit_criteria.cfm).
6.1b(2). Your key support processes should support your
value-creation processes. They might support leaders and
6 Operations 23
Página 32
6.2 Operational Effectiveness: How do you ensure effective management

of your operations? (40 pts.)

a. P ROCESS ,MÄJPLUJ` HUK E FFECTIVENESS PROCESO
H OW do you control the overall costs of your operations? H OW do you
• incorporate CYCLE TIME , PRODUCTIVITY , and other efficiency and EFFECTIVENESS factors into your WORK
PROCESSES ;
• prevent defects, service errors, and rework;
• minimize warranty costs or CUSTOMERS ' PRODUCTIVITY losses, as appropriate;
• minimize the costs of inspections, tests, and PROCESS or PERFORMANCE audits, as appropriate; y
• balance the need for cost control with the needs of your CUSTOMERS ?
segundo. Supply-Chain Management
H OW do you manage your supply chain? H OW do you
• select suppliers and ensure that they are qualified and positioned to not only meet operational needs but also
enhance your PERFORMANCE and your CUSTOMERS ' satisfaction;
• measure and evaluate your suppliers' PERFORMANCE ;
• provide feedback to your suppliers to help them improve; y
• deal with poorly performing suppliers?
do. Safety and Emergency Preparedness
(1) Safety H OW do you provide a safe operating environment? H OW does your safety system address accident
prevention, inspection, root-cause ANALYSIS of failures, and recovery?
(2) Emergency Preparedness H OW do you ensure that your organization is prepared for disasters or emergen-
cies? H OW does your disaster and emergency preparedness system consider prevention, continuity of operations,
and recovery? H OW does your disaster and emergency preparedness system take your reliance on suppliers and
PARTNERS into account?
Notas
6.2b. Ensuring that suppliers are positioned to meet cies will depend on your organization's environment and
operational needs and enhance your performance and your its sensitivity to disruptions of operations. Acceptable levels
customers' satisfaction may involve partnering with suppliers of risk will vary depending on the nature of your products,
for mutual benefit. services, supply chain, and stakeholder needs and expecta-
6.2b. Feedback to suppliers should involve two-way com- ciones. The impacts of climate change could include a greater
munication, allowing suppliers to express what they need frequency of disruptions. Emergency considerations related
de ti. to information technology should be addressed in item 4.2.
6.2c(2). Disasters and emergencies might be related to For additional guidance on this item, see the Category
weather, utilities, security, or a local or national emergency. and Item Commentary (http://www.nist.gov/baldrige
The extent to which you prepare for disasters or emergen- /publications/business_nonprofit_criteria.cfm).
Página 33
7 Results (450 pts.)
The R ESULTS category asks about your organization's PERFORMANCE and improvement in all KEY areas—product and PROCESS
RESULTS , CUSTOMER -focused RESULTS , WORKFORCE -focused RESULTS , leadership and GOVERNANCE RESULTS , and financial and
market RESULTS . The category asks about PERFORMANCE LEVELS relative to those of competitors and other organizations with
similar product offerings.
7.1 Product and Process Results: What are your product performance
and process effectiveness results? (120 pts.)
Provide data and information to answer the following questions:

RESUL
a. C USTOMER - Focused Product and Service R ESULTS
What are your RESULTS for your products and your CUSTOMER service PROCESSES ? What are your current LEVELS
and TRENDS in KEY MEASURES or INDICATORS of the PERFORMANCE of products and services that are important to and TS
directly serve your CUSTOMERS ? How do these RESULTS compare with the PERFORMANCE of your competitors and other
organizations with similar offerings? How do these RESULTS differ by product offerings, CUSTOMER groups, and market
SEGMENTS , as appropriate?
segundo. W ORK P ROCESS E FFECTIVENESS R ESULTS
(1) P ROCESS E FFECTIVENESS HUK ,MÄJPLUJ` What are your PROCESS EFFECTIVENESS and efficiency RESULTS ? Qué
are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of the operational PERFORMANCE of your KEY
WORK and support PROCESSES , including PRODUCTIVITY , CYCLE TIME , and other appropriate MEASURES of PROCESS
EFFECTIVENESS , efficiency, and INNOVATION ? How do these RESULTS compare with the PERFORMANCE of your
competitors and other organizations with similar PROCESSES ? How do these RESULTS differ by PROCESS types, as
appropriate?
(2) Emergency Preparedness What are your emergency preparedness RESULTS ? What are your current LEVELS and
TRENDS in KEY MEASURES or INDICATORS of the EFFECTIVENESS of your organization's preparedness for disasters or
emergencies? How do these RESULTS differ by location or PROCESS type, as appropriate?
do. Supply-Chain Management R ESULTS
What are your supply-chain management RESULTS ? What are your RESULTS for KEY MEASURES or INDICATORS of the
PERFORMANCE of your supply chain, including its contribution to enhancing your PERFORMANCE ?
Notas
7.1. Results should provide key information for analyzing 7.1a. For some nonprofit organizations, funding sources might
and reviewing your organizational performance (item 4.1), mandate product or service performance measures. Estas
demonstrate use of organizational knowledge (item 4.2), measures should be identified and reported here.
and provide the operational basis for customer-focused 7.1b. Results should address the key operational require-
results (item 7.2) and financial and market results (item ments you identify in the Organizational Profile and in
7.5). There is not a one-to-one correspondence between category 6.
results items and Criteria categories 1–6. Results should be
considered systemically, with contributions to individual 7.1b. Appropriate measures and indicators of work process
results items frequently stemming from processes in more effectiveness might include defect rates; rates and results
than one Criteria category. of product, service, and work system innovation; results for
7.1a. Results for your products and customer service simplification of internal jobs and job classifications; residuos
reduction; work layout improvements; changes in supervi-
processes should relate to the key customer requirements sory ratios; Occupational Safety and Health Administration
and expectations you identify in P.1b(2), which are based
on information gathered through processes you describe (OSHA)-reportable
drills incidents;
or exercises; and response
results for times for emergency
work relocation or contin-
in category 3. The measures or indicators should address gency exercises.
factors that affect customer preference, such as those listed
in the notes to P.1b(2) and 3.2a. 7.1c. This requirement does not ask for levels and trends.
The reason is that some significant supply-chain results
7 Results 25
Página 34
may be either qualitative or not amenable to trending over just-in-time delivery; and acceptance results for externally
hora. Examples for suppliers could be training hours on provided products, services, and processes. Medidas y
new products or processes, knowledge-sharing activities, indicators of contributions to enhancing your performance
audit hours that vary by supplier experience or specification might include those for improvements in subassembly per-
complexity, or joint process and product development. Cuando formance and in downstream supplier services to customers.
appropriate, however, you should report levels and trends
for results that are numeric and trendable. For additional guidance on this item, see the Category
7.1c. Appropriate measures and indicators of supply-chain and Item Commentary (http://www.nist.gov/baldrige
performance might include supplier and partner audits; /publications/business_nonprofit_criteria.cfm).
7.2 Customer-Focused Results: What are your customer-focused

performance results? (80 pts.)

a. C USTOMER -Focused R ESULTS RESUL
(1) C USTOMER Satisfaction What are your CUSTOMER satisfaction and dissatisfaction RESULTS ? Que es tu
current LEVELS and TRENDS in KEY MEASURES or INDICATORS of CUSTOMER satisfaction and dissatisfaction? Como hacer TS
these RESULTS compare with those of your competitors and other organizations providing similar products? Como hacer
these RESULTS differ by product offerings, CUSTOMER groups, and market SEGMENTS , as appropriate?
(2) C USTOMER E NGAGEMENT What are your CUSTOMER ENGAGEMENT RESULTS ? What are your current LEVELS and
TRENDS in KEY MEASURES or INDICATORS of CUSTOMER ENGAGEMENT , including those for building CUSTOMER
relationships? How do these RESULTS compare over the course of your CUSTOMER life cycle, as appropriate? Como hacer
these RESULTS differ by product offerings, CUSTOMER groups, and market SEGMENTS , as appropriate?
Notas
7.2. Results for customer satisfaction, dissatisfaction, rable organizations, measures and indicators might include
engagement, and relationship building should relate to information and data from your customers, from competi-
the customer groups and market segments you identify in tors' customers, and from independent organizations.
P.1b(2) and to the listening and determination methods you
report in item 3.1. For additional guidance on this item, see the Category
7.2a(1). For customers' satisfaction with your products and Item Commentary (http://www.nist.gov/baldrige
relative to satisfaction with those of competitors and compa- /publications/business_nonprofit_criteria.cfm).
Página 35
7.3 Workforce-Focused Results: What are your workforce-focused

performance results? (80 pts.)

a. W ORKFORCE -Focused R ESULTS RESUL
(1) W ORKFORCE C APABILITY and C APACITY What are your WORKFORCE CAPABILITY and CAPACITY RESULTS ? Qué son
your current LEVELS and TRENDS in KEY MEASURES of WORKFORCE CAPABILITY and CAPACITY , including appropriate TS
skills and staffing levels? How do these RESULTS differ by the DIVERSITY of your WORKFORCE and by your WORK -
FORCE groups and SEGMENTS , as appropriate?
(2) W ORKFORCE Climate What are your WORKFORCE climate RESULTS ? What are your current LEVELS and TRENDS
in KEY MEASURES or INDICATORS of your WORKFORCE climate, including those for WORKFORCE health, safety, and
security and WORKFORCE services and benefits, as appropriate? How do these RESULTS differ by the DIVERSITY of
your WORKFORCE and by your WORKFORCE groups and SEGMENTS , as appropriate?
(3) W ORKFORCE E NGAGEMENT What are your WORKFORCE ENGAGEMENT RESULTS ? What are your current LEVELS
and TRENDS in KEY MEASURES or INDICATORS of WORKFORCE satisfaction and WORKFORCE ENGAGEMENT ? Cómo
do these RESULTS differ by the DIVERSITY of your WORKFORCE and by your WORKFORCE groups and SEGMENTS , as
appropriate?
(4) W ORKFORCE Development What are your WORKFORCE and leader development RESULTS ? Que es tu
current LEVELS and TRENDS in KEY MEASURES or INDICATORS of WORKFORCE and leader development? Como hacer
these RESULTS differ by the DIVERSITY of your WORKFORCE and by your WORKFORCE groups and SEGMENTS , as
appropriate?
Notas
7.3. Results reported in this item should relate to the 7.3a(3). Responses should include results for the measures
processes you report in category 5. Your results should and indicators you identify in 5.2a(3).
also respond to the key work process needs you report in
category 6 and to the action plans and workforce plans you For additional guidance on this item, see the Category
report in item 2.2. and Item Commentary (http://www.nist.gov/baldrige
7.3. Organizations that rely on volunteers should report /publications/business_nonprofit_criteria.cfm).
results for their volunteer workforce, as appropriate.
7 Results 27
Página 36
7.4 Leadership and Governance Results: What are your senior leadership
and governance results? (80 pts.)

a. Leadership, G OVERNANCE , and Societal Responsibility R ESULTS RESUL
(1) Leadership What are your RESULTS for SENIOR LEADERS ' communication and engagement with the WORKFORCE
and CUSTOMERS ? What are your RESULTS for KEY MEASURES or INDICATORS of SENIOR LEADERS ' communication TS
and engagement with the WORKFORCE and CUSTOMERS to DEPLOY your VISION and VALUES , encourage two-way
communication, and create a focus on action? How do these RESULTS differ by organizational units and CUSTOMER
groups, as appropriate?
(2) G OVERNANCE What are your RESULTS for GOVERNANCE accountability? What are your KEY current findings
and TRENDS in KEY MEASURES or INDICATORS of GOVERNANCE and internal and external fiscal accountability, as
appropriate?
(3) Law and Regulation What are your legal and regulatory RESULTS ? What are your RESULTS for KEY MEASURES
or INDICATORS of meeting and surpassing regulatory and legal requirements? How do these RESULTS differ by
organizational units, as appropriate?
(4) Ethics What are your RESULTS for ETHICAL BEHAVIOR ? What are your RESULTS for KEY MEASURES or INDICATORS
of ETHICAL BEHAVIOR , breaches of ETHICAL BEHAVIOR , and STAKEHOLDER trust in your SENIOR LEADERS and
GOVERNANCE ? How do these RESULTS differ by organizational units, as appropriate?
(5) Society What are your RESULTS for societal responsibilities and support of your KEY communities? Qué son
your RESULTS for KEY MEASURES or INDICATORS of your fulfillment of your societal responsibilities and support of
your KEY communities?
segundo. Strategy Implementation R ESULTS
What are your RESULTS for the achievement of your organizational strategy and ACTION PLANS ? Que es tu
RESULTS for KEY MEASURES or INDICATORS of the achievement of your organizational strategy and ACTION PLANS ?
What are your RESULTS for building and strengthening CORE COMPETENCIES ? What are your RESULTS for taking INTEL -
LIGENT RISKS ?
Notas
7.4. Most of the requirements in this item do not ask for 7.4a(4). For examples of measures of ethical behavior and
levels and trends. The reason is that some significant results stakeholder trust, see the note to 1.2b(2).
may be either qualitative in nature or not amenable to 7.4a(5). Responses should relate to the societal responsibili-
trending over time. Examples could be results of intelligent
ties you address in 1.2b(1) and 1.2c(1), as well as the support
risk taking and governance accountability. For such results,
of the key communities you report in 1.2c(2). Measures of
qualitative explanation may be more meaningful than
contributions to societal well-being might include those
current levels and trends. When appropriate, however, you for reduced energy consumption, the use of renewable
should report levels and trends for results that are numeric
energy resources and recycled water, reduction of your
and trendable. carbon footprint, waste reduction and utilization, alternative
7.4a(1). Responses should include results relating to the approaches to conserving resources (eg, increased audio-
communication processes you identify in item 1.1. and videoconferencing), and the global use of enlightened
7.4a(2). Responses might include financial statement issues labor practices.
and risks, important internal and external auditor recom- 7.4b. Measures or indicators of strategy and action plan
mendations, and management's responses to these matters. achievement should relate to the strategic objectives and
Some nonprofit organizations might also report results of IRS goals you report in 2.1b(1) and the action plan performance
990 audits. measures and projected performance you report in 2.2a(5)
7.4a(3). Legal and regulatory results should relate to the and 2.2a(6), respectively.
processes and measures you report in 1.2b. Workforce-
related occupational safety and health results (eg, For additional guidance on this item, see the Category
OSHA-reportable incidents) should be reported in 7.1b(2) and Item Commentary (http://www.nist.gov/baldrige
and 7.3a(2). /publications/business_nonprofit_criteria.cfm).
Página 37
7.5 Financial and Market Results: >OH[ HYL `V\Y ÄUHUJPHS HUK
marketplace performance results? (90 pts.)

a. Financial and Market R ESULTS RESUL
(1) Financial P ERFORMANCE What are your financial PERFORMANCE RESULTS ? What are your current LEVELS and
TRENDS in KEY MEASURES or INDICATORS of financial PERFORMANCE , including aggregate MEASURES of financial TS
return, financial viability, and budgetary PERFORMANCE , as appropriate? How do these RESULTS differ by market
SEGMENTS and CUSTOMER groups, as appropriate?
(2) Marketplace P ERFORMANCE What are your marketplace PERFORMANCE RESULTS ? What are your current LEVELS
and TRENDS in KEY MEASURES or INDICATORS of marketplace PERFORMANCE , including market share or position,
market and market share growth, and new markets entered, as appropriate? How do these RESULTS differ by market
SEGMENTS and CUSTOMER groups, as appropriate?
Notas
7.5a(1). Aggregate measures of financial return might savings, administrative expenditures as a percentage of budget,
include those for return on investment (ROI), operating and the cost of fundraising versus funds raised.
margins, profitability, or profitability by market segment 7.5a(2). For nonprofit organizations, responses might include
or customer group. Measures of financial viability might
include those for liquidity, debt-to-equity ratio, days cash measures of charitable donations or grants and the number of
new programs or services offered.
on hand, asset utilization, and cash flow. Measures should
relate to the financial measures you report in 4.1a(1) and
the financial management approaches you report in item For additional guidance on this item, see the Category
2.2. For nonprofit organizations, additional measures might and Item Commentary (http://www.nist.gov/baldrige
include performance to budget, reserve funds, cost avoidance or/publications/business_nonprofit_criteria.cfm).
7 Results 29
Página 38
Scoring System
The scoring of responses to Baldrige Criteria for Performance Excellence items is based on two
evaluation dimensions: process (categories 1–6) and results (category 7).
To score Criteria responses, consider the following informa- See “From Fighting Fires to Innovation” on the next page,
tion relative to the item requirements and the scoring which illustrates a progression through the maturity levels
guidelines (pages 34–35): for this scoring dimension.
• The key business factors presented in the Organiza- Integration is the extent to which
tional Profile
• your approach is aligned with the organizational
• The maturity and appropriateness of the approaches, needs identified in the Organizational Profile and
the breadth of their deployment, and the strengths other process items;
of the learning and improvement process and of the
results presented • your measures, information, and improvement
systems are complementary across processes and work
Scoring Dimensions units; y
• your plans, processes, results, analyses, learning, and
Proceso actions are harmonized across processes and work
units to support organization-wide goals.
Process refers to the methods your organization uses and
improves, which address the requirements in categories In scoring process items, keep in mind that approach,
1–6. The four factors used to evaluate process are approach , deployment, learning, and integration are linked. Descrip-
deployment , learning , and integration (ADLI). Baldrige-based tions of approach should always indicate the deploy-
feedback reflects strengths and opportunities for improvement—consistent with the specific requirements of the item
ment in these factors. A score for a process item is based on and your organization. As processes mature, the description
a holistic assessment of your overall performance, taking should also show cycles of learning (including innovation),
into account the four process factors. as well as integration with other processes and work units
(see “Steps toward Mature Processes,” page 32).
Approach comprises
• the methods used to carry out the process, Resultados
• the appropriateness of these methods to the item Results are the outputs and outcomes your organization
requirements and your operating environment, achieves, which address the requirements in category 7. The
four factors used to evaluate results are levels , trends , com-
• the effectiveness of your use of the methods, and parisons , and integration (LeTCI). A score for a results item is
based on a holistic assessment of your overall performance,
• the degree to which the approach is repeatable
taking into account the four results factors.
and based on reliable data and information (ie,
systematic). Levels are
Deployment is the extent to which • your current performance on a meaningful measure-
• your approach addresses item requirements that are ment scale.
relevant and important to your organization, Trends comprise
• your approach is applied consistently, and • your rate of performance improvement or continua-
tion of good performance in areas of importance (ie,
• your approach is used by all appropriate work units.
the slope of data points over time).
Learning comprises
Comparisons comprise
• the refinement of your approach through cycles of
• your performance relative to that of other, appropriate
evaluation and improvement,
organizations, such as competitors or organizations
• the encouragement of breakthrough change to your similar to yours, and
approach through innovation, and
• your performance relative to industry leaders or
• the sharing of refinements and innovations with benchmarks.
other relevant work units and processes in your
organización.
Página 39
From Fighting Fires to Innovation: An Analogy for Learning
1
Learning is an essential attribute of high

performing organizations. Effective, well deployed
organizational learning can help an organization
improve from the early stages of reacting to
problems to the highest levels of organization
wide improvement, refinement, and innovation.
Reacting to the problem (0–5%)

Run with the hose and put out the fire.
2 3
General improvement orientation (10–25%) Systematic evaluation and improvement (30–45%)

Install more fire hoses to get to the fires quickly Evaluate which locations are most susceptible to fire. Install
and reduce their impact. heat sensors and sprinklers in those locations.
4 5
Learning and strategic improvement (50–65%) Organizational analysis and innovation (70–100%)
Install systemwide heat sensors and a sprinkler system Use fireproof and fire retardant materials. Replace combustible
that is activated by the heat preceding fires. liquids with water based liquids. Prevention is the primary
approach for protection, with sensors and sprinklers as the
secondary line of protection. This approach has been shared
with all facilities and is practiced in all locations.
Scoring System 31
Página 40
Steps toward Mature Processes

An Aid for Assessing and Scoring Process Items
Reacting to Problems Estratégico

(0–25%) and Operational
Metas
Operations are characterized by activities rather than by processes, and

they are largely responsive to immediate needs or problems. Goals are
poorly defined.
Early Systematic
Enfoques Strategic and
Operacional
(30–45%) Metas
The organization is beginning to carry out operations with repeatable
processes, evaluation, and improvement, and there is some early coordination
among organizational units. Strategy and quantitative goals are being defined.
Aligned Estratégico
Enfoques and Operational
(50–65%) Metas
Operations are characterized by repeatable processes that are regularly

evaluated for improvement. Learnings are shared, and there is coordination
among organizational units. Processes address key strategies and goals.
Integrado Estratégico
Enfoques and Operational
(70–100%) Metas
Operations are characterized by repeatable processes that are regularly

evaluated for change and improvement in collaboration with other affected
unidades. The organization seeks and achieves efficiencies across units through
analysis, innovation, and the sharing of information and knowledge.
Processes and measures track progress on key strategic and operational goals.
Página 41
Integration is the extent to which How to Score an Item Response

• your results measures (often through segmentation)
address important performance requirements relating Follow these steps in assigning a score to an item response.
to customers, products, markets, processes, and action Look at the scoring guidelines (pages 34–35). Decidir
plans identified in your Organizational Profile and in which scoring range (eg, 50–65%) is most descriptive of the
process items; organization's achievement level as presented in the item
• your results include valid indicators of future perfor- respuesta.
mance; y Choose this range based on a holistic view of either the four
• your results reflect harmonization across your process factors (ADLI) or the four results factors (LeTCI) in
processes and work units to support organization- aggregate; do not tally or average independent assessments
wide goals. of each of the four factors. The “most descriptive” range is
not necessarily a perfect fit and often reflects some gaps
In the scoring of results items, look for data on performance between the response and the description of one or more of
levels, trends, and relevant comparisons for key measures the factors in the chosen scoring range.
and indicators of your organization's performance, as well
as integration with your organization's key requirements. Read the next higher and the next lower scoring ranges.
Results items should also show data on the breadth of the Assign a score (eg, 55%) within the chosen range by evalu-
performance results reported. This is directly related to ating whether the item response is closer to the statements
deployment and organizational learning; if improvement in the next higher or the next lower scoring range.
processes are widely shared and deployed, there should be As you assign scores, keep in mind these descriptions of the
corresponding results. midpoint of the scoring continuum.
“Importance” as a A process item score of 50% represents an approach that
meets the overall requirements of the item (is responsive to
Scoring Consideration the leading questions), is deployed consistently and to most
work units, has been through some cycles of improvement
A critical consideration in Baldrige evaluation and feedback and learning, and addresses key organizational needs.
is the importance of your reported process and results to Higher scores reflect greater achievement, demonstrated by
your key business factors. The areas of greatest importance broader deployment, significant organizational learning, and
should be identified in your Organizational Profile and increased integration.
in items such as 2.1, 2.2, 3.2, 5.1, 5.2, and 6.1. Your key
customer requirements, competitive environment, workforce A results item score of 50% represents a clear indication of
needs, key strategic objectives, and action plans are particu- good performance levels, beneficial trends, and appropriate
larly important. comparative data for the results areas that are covered in the
item and that are important to the organization's business
or mission. Higher scores reflect better performance levels
and trends, stronger comparative performance, and broader
coverage and integration with the organization's require-
ments or mission.
Scoring System 33
Página 42
Process Scoring Guidelines (For Use with Categories 1–6)
PUNTUACIÓN DESCRIPCIÓN
• No SYSTEMATIC APPROACH to item requirements is evident; information is ANECDOTAL . (UN)

0% or 5% • Little or no DEPLOYMENT of any SYSTEMATIC APPROACH is evident. (RE)
• An improvement orientation is not evident; improvement is achieved by reacting to problems. (L)
• No organizational ALIGNMENT is evident; individual areas or work units operate independently. (YO)
• The beginning of a SYSTEMATIC APPROACH to the BASIC REQUIREMENTS of the item is evident. (UN)
• The APPROACH is in the early stages of DEPLOYMENT in most areas or work units, inhibiting progress in
10%, 15%, achieving the BASIC REQUIREMENTS of the item. (RE)
20%, or 25% • Early stages of a transition from reacting to problems to a general improvement orientation are
evidente. (L)
• The APPROACH is ALIGNED with other areas or work units largely through joint problem solving. (YO)
• An EFFECTIVE , SYSTEMATIC APPROACH , responsive to the BASIC REQUIREMENTS of the item, is evident. (UN)
• The APPROACH is DEPLOYED , although some areas or work units are in early stages of DEPLOYMENT . (RE)
30%, 35%, • The beginning of a SYSTEMATIC APPROACH to evaluation and improvement of KEY PROCESSES is
40%, or 45% evidente. (L)
• The APPROACH is in the early stages of ALIGNMENT with the basic organizational needs identified in
response to the Organizational Profile and other process items. (YO)
• An EFFECTIVE , SYSTEMATIC APPROACH , responsive to the OVERALL REQUIREMENTS of the item, is

evidente. (A)
• The APPROACH is well DEPLOYED , although DEPLOYMENT may vary in some areas or work units. (RE)
50%, 55%, • A fact-based, SYSTEMATIC evaluation and improvement PROCESS and some organizational LEARNING ,
60%, or 65% including INNOVATION , are in place for improving the efficiency and EFFECTIVENESS of KEY
PROCESSES . (L)
• The APPROACH is ALIGNED with your overall organizational needs as identified in response to the
Organizational Profile and other process items. (YO)
• An EFFECTIVE , SYSTEMATIC APPROACH , responsive to the MULTIPLE REQUIREMENTS of the item, is

evidente. (A)
• The APPROACH is well DEPLOYED , with no significant gaps. (RE)
70%, 75%, • Fact-based, SYSTEMATIC evaluation and improvement and organizational LEARNING , including
80%, or 85% INNOVATION , are KEY management tools; there is clear evidence of refinement as a result of
organizational-level ANALYSIS and sharing. (L)
• The APPROACH is INTEGRATED with your current and future organizational needs as identified in
• An EFFECTIVE , SYSTEMATIC APPROACH , fully responsive to the MULTIPLE REQUIREMENTS of the item, is
evidente. (A)
• The APPROACH is fully DEPLOYED without significant weaknesses or gaps in any areas or work units. (RE)
90%, 95%, • Fact-based, SYSTEMATIC evaluation and improvement and organizational LEARNING through
or 100% INNOVATION are KEY organization-wide tools; refinement and INNOVATION , backed by ANALYSIS and
sharing, are evident throughout the organization. (L)
• The APPROACH is well INTEGRATED with your current and future organizational needs as identified in
Página 43
Results Scoring Guidelines (For Use with Category 7)

PUNTUACIÓN DESCRIPCIÓN
• There are no organizational PERFORMANCE RESULTS , or the RESULTS reported are poor. (Le)
• T REND data either are not reported or show mainly adverse TRENDS . (T)
0% or 5% • Comparative information is not reported. (DO)
• R ESULTS are not reported for any areas of importance to the accomplishment of your organization’s
MISSION . (YO)
• A few organizational PERFORMANCE RESULTS are reported, responsive to the BASIC REQUIREMENTS of the
item, and early good PERFORMANCE LEVELS are evident. (Le)
10%, 15%, • Some TREND data are reported, with some adverse TRENDS evident. (T)
20%, or 25% • Little or no comparative information is reported. (DO)
• R ESULTS are reported for a few areas of importance to the accomplishment of your organization’s
MISSION . (YO)
• Good organizational PERFORMANCE LEVELS are reported, responsive to the BASIC REQUIREMENTS of the
ít. (Le)
30%, 35%, • Some TREND data are reported, and most of the TRENDS presented are beneficial. (T)
40%, or 45% • Early stages of obtaining comparative information are evident. (DO)
• R ESULTS are reported for many areas of importance to the accomplishment of your organization’s
MISSION . (YO)
• Good organizational PERFORMANCE LEVELS are reported, responsive to the OVERALL REQUIREMENTS of
the item. (Le)
• Beneficial TRENDS are evident in areas of importance to the accomplishment of your organization’s
50%, 55%, MISSION . (T)
60%, or 65% • Some current PERFORMANCE LEVELS have been evaluated against relevant comparisons and/or
BENCHMARKS and show areas of good relative PERFORMANCE . (DO)
• Organizational PERFORMANCE RESULTS are reported for most KEY CUSTOMER , market, and PROCESS
requisitos. (YO)
• Good-to-excellent organizational PERFORMANCE LEVELS are reported, responsive to the MULTIPLE

REQUIREMENTS of the item. (Le)
• Beneficial TRENDS have been sustained over time in most areas of importance to the accomplishment of
70%, 75%, your organization's MISSION . (T)
80%, or 85% • Many to most TRENDS and current PERFORMANCE LEVELS have been evaluated against relevant
comparisons and/or BENCHMARKS and show areas of leadership and very good relative
PERFORMANCE . (DO)
• Organizational PERFORMANCE RESULTS are reported for most KEY CUSTOMER , market, PROCESS , and
ACTION PLAN requirements. (YO)
• Excellent organizational PERFORMANCE LEVELS are reported that are fully responsive to the MULTIPLE
REQUIREMENTS of the item. (Le)
90%, 95%, • Beneficial TRENDS have been sustained over time in all areas of importance to the accomplishment of
or 100% your organization's MISSION . (T)
• Industry and BENCHMARK leadership is demonstrated in many areas. (DO)
• Organizational PERFORMANCE RESULTS and PROJECTIONS are reported for most KEY CUSTOMER , market,
PROCESS , and ACTION PLAN requirements. (YO)
Scoring System 35
Página 44
How to Respond to the Criteria
These guidelines explain how to respond most effectively to the requirements of the 17 process
and results Criteria items. See also the Scoring System, including the scoring guidelines (pages
30–35), which describes how to assess responses and determine your organization's performance
accomplishments.
First Steps 4. Understand the meaning of key terms.

Many terms in the Criteria and scoring guidelines have
1. Learn about the Baldrige framework. meanings that may differ somewhat from common mean-
Become familiar with the following sections, which provide ings. Terms printed in SMALL CAPS are defined in the Glos-
a full orientation to the Baldrige framework: sary of Key Terms (pages 47–54). Understanding these terms
can help you accurately self-assess your organization and
• Criteria for Performance Excellence (pages 4–29) communicate your processes and results to those reviewing
• Scoring System (pages 30–35) your responses and planning your improvement efforts.
• Glossary of Key Terms (pages 47–54) :[HY[ ^P[O [OL 6YNHUPaH[PVUHS 7YVÄSL
• Category and Item Commentary (http://www.nist.gov The Organizational Profile (pages 4–6) is the most appropri-
/baldrige/publications/business_nonprofit_criteria.cfm) ate starting point.writing
self-assessment, Whetheran you are usingorthe
application, Criteria for
reviewing either
2. Understand how to read and of these, the Organizational Profile helps you understand
respond to a Criteria item. what is most relevant and important to your organization’s
business, mission, and performance.
Review the Criteria for Performance Excellence Structure
(page 2), which shows the types of items, the different Responding to Process Items
parts of the items, and the role of each part. Pay particular
attention to the multiple requirements within the areas to Although the Criteria focus on key organizational
address and the notes. performance results, these results by themselves offer little
Item requirements are presented as questions. Algunos diagnostic value. For example, if some results are poor or are
requirements in the areas to address include multiple improving at rates slower than your competitors' or compa-
preguntas To fully respond to the requirements, address all rable organizations' results, you need to understand why this
the questions, as missing information will be interpreted as is so and what you might do to accelerate improvement.
a gap in your performance management system. Sin embargo, Your responses to process items (categories 1–6) permit
you do not need to answer each question separately. Estas you or those who are reviewing your responses to diagnose
multiple questions express the full meaning of the informa- your organization's most important processes—the ones
tion being requested. You may group responses to multiple that contribute most to organizational performance
questions within a single area to address in a way that is improvement and result in key outcomes or performance
appropriate to your organization. resultados. This diagnosis and the quality of the feedback you
3. Review the scoring guidelines. receive depend heavily on the content and completeness of
your responses. For this reason, respond to these items by
Consider both the Criteria and the scoring guidelines (pages providing information on your key processes. Guidelines for
34–35) as you prepare your responses. As a complement organizing and reviewing such information follow.
to the requirements of the process items (categories 1–6),
the process scoring guidelines address the maturity of your 1. Understand the meaning of how .
approaches, the extent of their deployment, the extent of In responding to questions in process items that begin with
learning, and the extent of integration with other elements how , give information on your key processes with regard
of your performance management system. to approach, deployment, learning, and integration (ADLI;
Similarly, as a complement to the requirements of the results see the Scoring System, page 30). Responses lacking such
items (category 7), the results scoring guidelines focus on information, or merely providing an example, are referred to
the actual performance levels, the significance of the results in the scoring guidelines as anecdotal information.
trends, relevant comparative data, integration with impor-
tant elements of your performance management system,
and the results of the improvement process.
Página 45
Show that approaches are systematic. Sistemático Responding to Results Items

approaches are repeatable and use data and information to
enable learning. In other words, approaches are systematic 1. Focus on your organization's
if they build in the opportunity for evaluation, improvement, most critical performance results.
innovation, and knowledge sharing, thereby enabling a gain
in maturity. Report results that cover the most important requirements
for your organization's success, as highlighted in the
Show deployment . In your responses, summarize how Organizational Profile and in the Leadership, Strategy,
your approaches are implemented in different parts of your Customers, Workforce, and Operations categories.
organización.
Show evidence of learning. Give evidence of evaluation 2. Report levels, trends, and
and improvement cycles for processes, as well as the comparisons, and show integration.
potential for innovation. Show that process improvements Report performance levels on a meaningful measurement
are shared with other appropriate units of your organization escala.
to enable organizational learning.
Report trends to show the directions of results and rates of
Show integration . Integration is alignment and harmoniza- change in areas of importance. A minimum of three histori-
tion among processes, plans, measures, actions, and results. cal data points is generally needed to ascertain a trend.
This harmonization generates organizational effectiveness Trends should represent historic and current performance
and efficiencies. and not rely on projected (future) performance.
Showing alignment in the process items and tracking There is no minimum period for trend data; time intervals
corresponding measures in the results items should improve between data points should be meaningful for the
organizational performance. In your responses, show align- measure(s) you report. Trends might span five or more years
ment in four areas: or less than one year, depending on what is meaningful. por
• In the Organizational Profile, make clear what is important results, include new data even if trends are not
important to your organization. yet well established. Explain trends that show a significant
beneficial or adverse change.
• In Strategy (category 2), including the strategic objec-
tives, action plans, and core competencies, highlight Report comparisons to show how your results compare
your organization's areas of greatest focus and with those of other, appropriately selected organizations.
describe how you deploy your strategic plan. Show integration by including all important results, and
• In describing organizational-level analysis and review segment them appropriately (eg, by important customer,
(item 4.1), show how you analyze and review perfor- workforce, process, and product-line groups).
mance information as a basis for setting priorities.
9LZWVUKPUN ,MÄJPLU[S`
• In Strategy (category 2) and Operations (category 6),
highlight the work systems and work processes that
1. Cross-reference when appropriate.
are key to your organization's overall performance.
Ensure that each item response is as self-contained as
2. Understand the meaning of what . possible and that responses to different items are mutually
Two types of questions in process items begin with what . reinforcing. To accomplish this, refer to other responses
The first requests basic information on key processes and rather than repeat information. In such cases, give key pro-
how they work. Although it is helpful to state who performs cess information in the item requesting that information. por
the work, diagnosis or feedback also requires a description example, you would describe workforce development and
of how the process works. learning systems in item 5.2. Discussions about workforce
The second type of what question asks you to report key development and learning elsewhere in your application
would then reference but not repeat details given in
findings, plans, objectives, goals, or measures. These ques- item 5.2.
tions set the context for showing alignment and integration
in your performance management system. Por ejemplo, 2. Use a compact format.
when you identify key strategic objectives, your action plans,
some performance measures, and some results in category 7 To make the best use of space, use flowcharts, tables,
are expected to relate to those strategic objectives. and lists to present information concisely. Page limits are
designed to force your organization to consider what is most
important in managing your enterprise and reporting your
resultados.
How to Respond to the Criteria 37
Página 46
3. Use graphs and tables. ment in 2015 relative to prior performance for product
line B. The text should explain this breakthrough
You can report many results compactly by using graphs change and might refer to critical learning from
and tables. When you report results over time or compare product line A as the basis for the projected change.
them with others, “normalize” them (ie, present them in
a way—for example, as ratios—that takes size factors into Interpreting the graph with the scoring guidelines in mind
account). For example, if the number of employees has would result in the following observations on the organiza-
varied over the period or if you are comparing your results tion's performance and maturity level:
to those of organizations differing in size, safety trends will
be more meaningful if you report them as lost workdays per • The current overall organizational performance level
is excellent. This conclusion is supported by company
100 employees rather than as total lost workdays.
performance trends, the comparison with industry
The graph below shows one part of a possible response to competitors, and a “world-class” level for product
item 7.1, Product and Process Results. In the Organizational line A.
Profile, the organization has identified Six Sigma as a key
• The overall organization shows beneficial improve-
element of its performance improvement system. Defectos
per million opportunities is one of its measures. ment trends sustained over time.
• Product line A is the current performance
The graph illustrates a number of characteristics of clear and
effective results reporting: leader—showing sustained high performance (at
approximately 5 defects per million) and a slightly
• Both axes and units of measure are clearly labeled. beneficial trend since 2011. Product line B shows rapid
mejora. Its performance is close to that of the
• Levels and trends are reported for a key performance best industry competitor but trails product line A.
measure—defects per million opportunities.
• Product line C—identified in the text as a new
• Results are presented for several years. product—is having early problems with defects but
• An arrow indicates that a downward trend is good for is projecting a turnaround. (The organization should
this measure. briefly explain these problems and the basis for the
turnaround.)
• Appropriate comparisons are shown clearly.
• The organization has projected improvements in the
• In a single graph, the organization segments its results defect rates of all its product lines. Product line C
for its three product lines, showing that they are continues to lag behind the others; product line A is
tracked separately. projected to meet its Six Sigma goals by 2016.
• The organization projects improved performance,
including discontinuous or breakthrough improve-
Figure 7.1-3 Defects per Million Opportunities
50
Bueno
45
40
35
Product line A
30
Product line B
25
20 Product line C
15 Overall company
10 Best competitor
Defects/Million Opportunities
3.4 5 World-class level
(6σ)
0
2010 2011 2012 2013 2014 2015 2016
(proj.) (proj.)
Año
Página 47
Core Values and Concepts
These beliefs and behaviors are embedded in high-performing organizations. Ellos son los
foundation for integrating key performance and operational requirements within a results-oriented
framework that creates a basis for action, feedback, and ongoing success.
The Baldrige Criteria are built on the following set of inter- teria categories, and the scoring guidelines are the system’s
related core values and concepts: building blocks and integrating mechanism.
• Systems perspective Visionary Leadership
• Visionary leadership
Your organization's senior leaders should set a vision for
• Customer-focused excellence the organization, create a customer focus, demonstrate
• Valuing people clear and visible organizational values and ethics, and set
high expectations for the workforce. The vision, values, and
• Organizational learning and agility expectations should balance the needs of all your stakehold-
• Focus on success ers. Your leaders should also ensure the creation of strate-
gies, systems, and methods for building knowledge and
• Managing for innovation capabilities, stimulating innovation, requiring accountability,
• Management by fact achieving performance excellence, and thereby ensuring
ongoing organizational success.
• Societal responsibility
The values and strategies leaders define should help guide
• Ethics and transparency all of your organization's activities and decisions. Mayor
• Delivering value and results leaders should inspire and encourage your entire workforce
to contribute, to develop and learn, to be innovative, and
Systems Perspective to embrace meaningful change. Senior leaders should be
responsible to your organization's governance body for their
A systems perspective means managing all the components actions and performance, and the governance body should
of your organization as a unified whole to achieve your mis- be responsible ultimately to all your stakeholders for your
sion, ongoing success, and performance excellence. organization's and its senior leaders' ethics, actions, and
actuación.
Successfully managing overall organizational performance
requires realization of your organization as a system with Senior leaders should serve as role models through their
interdependent operations. Organization-specific synthesis, ethical behavior and their personal involvement in planning,
alignment, and integration make the system successful. providing a supportive environment for innovation, commu-
Synthesis means looking at your organization as a whole nicating, coaching and motivating the workforce, developing
and incorporates key business attributes, including your future leaders, reviewing organizational performance, and
core competencies, strategic objectives, action plans, and recognizing workforce members. As role models, they can
work systems. Alignment means using key organizational reinforce ethics, values, and expectations while building
linkages to ensure consistency of plans, processes, measures, leadership, commitment, and initiative throughout your
y acciones. Integration builds on alignment, so that the organización.
individual components of your performance management
system operate in a fully interconnected, unified, and mutu- Customer-Focused Excellence
ally beneficial manner to deliver anticipated results.
Your customers are the ultimate judges of your performance
These concepts are depicted in the Baldrige Criteria and the quality of your products and services. Thus, your
overview (page 1). When your organization takes a systems organization must consider all product and service features
perspective, your senior leaders focus on strategic directions and characteristics and all modes of customer access
and customers. Your senior leaders monitor, respond to, and support that contribute value to your customers.
and manage performance based on your results. With a Such behavior leads to customer acquisition, satisfaction,
systems perspective, you use your measures, indicators, core preference, and loyalty; positive referrals; and, ultimately,
competencies, and organizational knowledge to build your the ongoing success of your business. Customer-focused
key strategies, link these strategies with your work systems excellence has both current and future components: under-
and key processes, and align your resources to improve standing today's customer desires and anticipating future
your overall performance and your focus on customers and customer desires and marketplace potential.
partes interesadas The core values and concepts, the seven Cri-
Core Values and Concepts 39
Página 48
Many factors may influence value and satisfaction over the encourages intelligent risk taking to achieve innovation,
course of your customers' experience with your organization. (6) developing a system of workforce and organizational
These factors include your organization's customer relation- accountability for performance, and (7) creating an inclusive
ship management, which helps build trust, confidence, and environment for a diverse workforce.
lealtad.
The success of your workforce members—including
Customer-focused excellence means much more than reduc- your leaders—depends on their having opportunities to
ing defects and errors, merely meeting specifications, or aprender. This learning includes preparing people for future
reducing complaints. Nevertheless, these factors contribute organizational core competencies. On-the-job training offers
to your customers' view of your organization and thus are a cost-effective way to cross-train and to link training more
also important parts of customer-focused excellence. En closely to your organization's capacity needs and priorities.
addition, your success in recovering from defects, service If your organization relies on volunteers, their personal
errors, and mistakes is crucial for retaining customers and development and learning are also important to consider.
engaging them for the long term.
To accomplish their overall goals, successful organizations
A customer-focused organization addresses not only the build internal and external partnerships with people and
product and service characteristics that meet basic customer with other organizations. Internal partnerships might
requirements but also those unique features and characteris- include cooperation between labor and management.
tics that differentiate the organization from competitors. Esta Forming internal partnerships might also involve creating
differentiation may be based on innovative offerings, com- network relationships among people across work units and
binations of product and service offerings, price, customized locations or between employees and volunteers to improve
offerings, multiple access and outward communication flexibility, responsiveness, and knowledge sharing.
mechanisms, rapid response, or special relationships. External partnerships might be with customers, suppliers,
Customer-focused excellence is thus a strategic concept. Es and education or community organizations. All of these
directed toward customer acquisition, retention and loyalty, people can contribute to your organization's ongoing
stronger brand recognition, market share gain, and growth. éxito.
It demands constant sensitivity to changing and emerging
customer and market requirements and to the factors that Organizational Learning
drive customer engagement. It demands close attention and Agility
to the voice of the customer. It demands anticipating
changes in the marketplace. Therefore, customer-focused Success in today's ever-changing, globally competitive
excellence demands a customer-focused culture and environment demands continual organizational learning
organizational agility. and agility. Agility requires a capacity for rapid change and
Valuing People for flexibility in operations. Organizations face ever-shorter
cycles for introducing new or improved products and
services, and nonprofit and government organizations
An organization's success depends on an engaged workforce
are increasingly being asked to respond rapidly to new or
that benefits from meaningful work, clear organizational
emerging social issues. Disruptive events are occurring more
direction, the opportunity to learn, and accountability for frecuentemente. They can be triggered by innovative technologies
actuación. That engaged workforce must also have a
or product introductions, economic upheaval or stress, major
safe, trusting, and cooperative environment. The successful weather events, or social or societal demands. Organizaciones
organization has a culture of inclusion that capitalizes on
must be capable of making transformational changes on an
the diverse backgrounds, knowledge, skills, creativity, and ever-shorter cycle time. Major improvements in response
motivation of its workforce and partners. Such an organiza-
times often require new work systems, the simplification
tion values all people who have a stake in the organization, of work processes, or the ability for rapid changeover from
including customers, community members, stockholders,
one process or one location to another. A cross-trained
and other people affected by the organization's actions. and empowered workforce and effective management of
Valuing the people in your workforce means committing to up-to-date organizational knowledge are vital assets in such
their engagement, development, and well-being. Increas- a demanding environment.
ingly, this may involve offering flexible work practices that Organizational learning includes both continuous improve-
are tailored to varying workplace and home life needs.
ment of existing approaches and significant change or
Major challenges in valuing your workforce members innovation, leading to new goals, approaches, products,
include (1) demonstrating your leaders' commitment to their
and markets.
success, (2) providing motivation and recognition that go
beyond the regular compensation system, (3) offering devel- Learning needs to be embedded in the way your organiza-
opment and progression within your organization, (4) shar- tion operates. This means that learning (1) is a regular
ing your organization's knowledge so that your workforce part of daily work; (2) results in solving problems at their
can better serve your customers and contribute to achieving source (root cause); (3) is focused on building and sharing
your strategic objectives, (5) creating an environment that knowledge throughout your organization; and (4) is driven
Página 49
by opportunities to effect significant, meaningful change organization needs to carry out stage-to-stage integration of
and to innovate. Sources for learning include employees' activities from research or concept to commercialization or
and volunteers' ideas, research and development, customers' implementación.
input, best-practice sharing, competitors' performance, and
benchmarking. All aspects of time performance are now more critical,
and cycle time is a key process measure. Other important
Organizational learning can result in (1) enhanced value benefits can be derived from this focus on time; hora
to customers through new and improved products and improvements often drive simultaneous improvements or
customer services; (2) the development of new business changes in your work systems, organization, quality, cost,
opportunities; (3) the development of new and improved supply-chain integration, productivity, and ongoing success
processes or business models; (4) reduced errors, defects, in a challenging economy.
waste, and related costs; (5) improved responsiveness and
cycle-time performance; (6) increased productivity and Organizational learning and agility can also be achieved
through strategic partnerships or alliances, which might
effectiveness in the use of all your resources; (7) enhanced
performance in fulfilling your organization's societal offer complementary core competencies that allow entry
into new markets or a basis for new products or services.
responsibilities; and (8) greater agility in managing change
and disruption. Partnerships might also permit you to address common
issues by blending your organization's core competencies
A major success factor in meeting competitive challenges or leadership capabilities with partners' complementary
is design-to-introduction time (the time it takes to initiate strengths and capabilities, creating a new source of strategic
a product or service feature) or innovation cycle time. ventaja.
To meet the demands of rapidly changing markets, your
The Role of Core Values and Concepts
The Baldrige Criteria build on

core values and concepts... Leadership and Governance Results Product and Process R
Liderazgo
Estrategia
Managing for innovation
arket Results
ent O
FocusVisionary leadership
on success pag
eratio
nalysis, and
anagema Ethics and transparency
t, A Societal responsibilitynorte
Sistemas sW
en ge
ledM Management by perspectiva
fact Organizativo
which are embedded in learning and agility esults W
V
systematic processes... ahora
easurem
K Delivering value aluing people
(Criteria categories 1¶6) METRO and results
Customer-focused
excelencia
orkforce
Clientes orkforce-Focused Results
yielding
performance results. Customer-Focused Results Financial and M
(Criteria category 7)
Página 50
Focus on Success involve collaboration among people who do not normally

work together and are in different parts of the organization.
Ensuring your organization's success now and in the future Therefore, the ability to rapidly disseminate and capitalize
requires an understanding of the short- and longer-term on new and accumulated knowledge is critical to driving
factors that affect your organization and its marketplace. organizational innovation.
Ensuring this ongoing success requires managing
uncertainty in the environment, as well as balancing some Management by Fact
stakeholders' short-term demands with the organization’s
and stakeholders' needs to invest in long-term success. los Management by fact requires you to measure and analyze
pursuit of sustained growth and performance leadership your organization's performance, both inside the organiza-
requires a strong future orientation and a willingness to tion and in your competitive environment. Measurements
make long-term commitments to key stakeholders—your should derive from business needs and strategy, and they
customers, workforce, suppliers, partners, and stockholders; should provide critical data and information about key
the public; and the community. It also requires the agility to processes, outputs, results, outcomes, and competitor
modify plans when circumstances warrant. and industry performance. Organizations need many
types of data and information to effectively manage their
Your organization's planning and resource allocation should actuación. Data and information may come in many
anticipate many factors, such as customers' short- and forms, such as numerical, graphical, or qualitative, and from
long-term expectations; new business and partnering many sources, including internal processes, surveys, and
opportunities; potential crises, including changing economic medios de comunicación social. Performance measurement should include
conditions; workforce capacity and capability needs; el measurement of customer, product, and process perfor-
competitive global marketplace; technological develop- mance; comparisons of operational, market, and competitive
ments; changes in customer and market segments; nuevo actuación; supplier, workforce, partner, cost, and financial
business models; evolving regulatory requirements; cambios actuación; governance and compliance results; y
in community and societal expectations and needs; y accomplishment of strategic objectives.
strategic moves by competitors. Your strategic objectives and
resource allocations need to accommodate these influences. A major consideration in performance improvement and
A focus on success includes developing your leaders, change management is the selection and use of performance
workforce, and suppliers; accomplishing effective succession measures or indicators . The measures or indicators you
planning; creating a supportive environment for taking select should best represent the factors that lead to improved
intelligent risks and encouraging innovation; and anticipat- customer, operational, financial, and societal performance. UN
ing societal responsibilities and concerns. comprehensive yet carefully culled set of measures or indicators
tied to customer and organizational performance requirements
Managing for Innovation provides a clear basis for aligning all processes with your orga-
nization's goals. You may need measures and indicators to
Innovation means making meaningful change to improve support you in making decisions in a rapidly changing envi-
your organization's products, services, programs, processes, ambiente By analyzing data from your tracking processes,
operations, and business model, with the purpose of creat- you can evaluate the measures or indicators themselves and
ing new value for stakeholders. Innovation should lead your change them to better support your goals.
organization to new dimensions of performance. Innovación Analysis means extracting larger meaning from data
requires a supportive environment, a process for identifying and information to support evaluation, decision making,
strategic opportunities, and the pursuit of intelligent risks. improvement, and innovation. It entails using data to deter-
Innovation and continuous improvement are different, but mine trends, projections, and cause-and-effect relationships
complementary, concepts. Successful organizations use both that might not otherwise be evident. Analysis supports a
approaches to improve performance. variety of purposes, such as planning, reviewing your overall
Innovation is no longer strictly the purview of research and performance, improving operations, managing change, and
development departments; innovation is important for all comparing your performance with competitors' or with best-
aspects of your operations and all work systems and work practice benchmarks. To facilitate analysis, data may need to
procesos. Your organization should be led and managed so be aggregated from various sources. Data may also need to
that identifying strategic opportunities and taking intelligent be segmented by, for example, markets, product lines, and
risks become part of the learning culture. Innovation should workforce groups to gain deeper understanding.
be integrated into daily work and be supported by your
performance improvement system. Systematic processes for Societal Responsibility
identifying strategic opportunities should reach across your
entire organization. Your organization's leaders should stress responsibilities to
the public and the consideration of societal well-being and
Innovation may arise from adapting innovations in other benefit. Leaders should be role models for your organiza-
industries to achieve a breakthrough in your industry. Eso tion and its workforce in the protection of public health,
builds on the accumulated knowledge of your organization safety, and the environment. This protection applies to any
and its people and the innovations of competitors. It may impact of your organization's operations, as well as the
Página 51
life cycles of your products. Also, your organization should incorrecto. Clearly articulated ethical principles, along with
emphasize resource conservation and waste reduction at your organizational values, empower your people to make
the source. Planning should anticipate adverse impacts effective decisions and may serve as boundary conditions for
from the production, distribution, transportation, use, and determining organizational norms and prohibitions.
disposal of your products. Effective planning should reduce
Transparency is characterized by consistently candid and
or prevent problems; provide for a forthright response if
problems occur; and make available the information and open communication on the part of leadership and manage-
ment and by the sharing of clear and accurate information.
support needed to maintain public awareness, safety, and
confianza. The benefits of transparency are manifold. Transparency is
a key factor in workforce engagement and allows people
Your organization should meet all local, state, and federal to see why actions are being taken and how they can
laws and regulatory requirements and should also treat contribute. Transparency also is important in interactions
these and related requirements as opportunities to excel with customers and other stakeholders, giving them a
beyond minimal compliance. Considering societal well- sense of involvement, engagement, and confidence in your
being and benefit means leading and supporting—within organización.
the limits of your resources—the environmental, social, and
economic systems in your organization's sphere of influence. Ethical behavior and transparency build trust in the organi-
zation and a belief in its fairness and integrity that is valued
Such leadership and support might include improving edu-
cation, health care, and other services in your community; by all key stakeholders.
pursuing environmental excellence; being a role model for Delivering Value and Results
socially important issues; practicing resource conservation;
reducing your carbon footprint; performing community ser-
By delivering value to key stakeholders, your organization
vice and charity; improving industry and business practices; builds loyalty, contributes to growing the economy, and
and sharing nonproprietary information.
contributes to society. To meet the sometimes conflicting
For a role-model organization, leadership also entails influ- and changing aims that balancing value implies, your orga-
encing other organizations, private and public, to partner for nizational strategy should explicitly include key stakeholder
these purposes. requisitos. This will help ensure that plans and actions
meet differing stakeholder needs and avoid adverse impacts
Managing societal responsibilities requires your organization on any stakeholders. A balanced composite of leading and
to use appropriate measures and your leaders to assume lagging performance measures is an effective means to com-
responsibility for those measures. municate short- and longer-term priorities, monitor actual
Ethics and Transparency performance, and provide a clear basis for improving results.
Your organization's performance measurements need to
Your organization should stress ethical behavior in all stake- focus on key results. Results should be used to deliver and
holder transactions and interactions. Your organization’s balance value for your key stakeholders—your customers,
governance body should require highly ethical conduct and workforce, stockholders, suppliers, and partners; the public;
monitor all conduct accordingly. Your senior leaders should and the community. Thus results need to be a composite
be role models of ethical behavior and make their expecta- of measures that include not just financial results, but also
tions of the workforce very clear. product and process results; customer and workforce sat-
isfaction and engagement results; and leadership, strategy,
Your organization's ethical principles are the foundation
and societal performance.
for your culture and values. They distinguish right from
Página 52
Changes from the 2013–2014 Criteria
As with every revision of the Criteria, there is one overarching purpose: that the Criteria always
reflect the leading edge of validated leadership and performance practice.
The most important words in this purpose statement are diagram now includes the key role of the core values and
“leading edge” and “validated.” The Criteria have always concepts as the basis of your leadership and performance
been based on role-model practices successfully imple- sistema de gestión.
mented by businesses and other organizations. Son
the practices that lead to ongoing success when embedded Core Values and Concepts
within an integrated systems perspective of enterprise
performance management. They are practices that are The core values have been revised and reordered to
equally valid for small organizations and large, multinational reflect their relevance to guiding current leadership and
corporaciones. performance practice. First and foremost, Baldrige provides
The changes for 2015–2016 go well beyond the actual Crite- a systems perspective that requires visionary leadership —now
the first two core values. The next seven core values are the
ria to a holistic look at how to most effectively guide orga- hows of an effective system. The final two core values, ethics
nizational decision making in an increasingly complex and
and transparency and delivering value and results, are the
competitive external environment. Baldrige exists to help outcome of using Baldrige as a guide.
every organization improve its performance and strive for
high performance. While one use of the Baldrige framework Glossary of Key Terms
is to identify Presidential award recipients, the main purpose
continues to be educational. Whether used as guidance in A simple definition of each glossary term is now presented
establishing an integrated performance management system in boldface at the start of each entry. Many of the glossary
or for self-assessing progress, Baldrige is about helping you entries have been updated, and the term sustainability has
innovate and improve. been removed from the glossary and Criteria requirements.
This year's changes begin with retitling the booklet to Bald- The many uses of the term sustainability in the literature,
rige Excellence Framework: A Systems Approach to Improving from holistic organizational sustainability (the Baldrige
Your Organization's Performance to emphasize that the usage) to environmental sustainability (a common usage),
Baldrige systems perspective includes the core values and have been an ongoing source of confusion. Baldrige has
concepts, the Criteria (now accessible at multiple levels of opted for the simpler terminology of success now and in the
detail), and a scoring system that helps you gauge orga- future, an organizational imperative.
nizational maturity. It includes an overview diagram (see
page 1) that embodies the integrated nature of the Criteria Criteria for
components and their reliance on core values and concepts. Performance Excellence
It includes a Glossary of Key Terms, with definitions and
explanations that by themselves are instructive in fashioning Most of the Criteria category titles have been reduced to one
key aspects of leading-edge leadership and performance word that states the topic (eg, category 2, Strategy). Algunos
práctica. Descriptions of some of these changes are below, sections of items appear in list format to enhance readability.
followed by a description of specific Criteria changes. As a result, some items appear longer than in the past.
A List of Contributors (see page 58) has been added to The overall requirements for each category item are now
thank the many people who contributed to the development shown in boldface as the lead-in question to each set of
of the 2015–2016 Baldrige Excellence Framework . preguntas Taken together, these most important questions
are the essence of the item. These questions, which can
Overview Diagram form the basis of a shorter organizational assessment, are
also available as a separate publication ( Baldrige Excellence
The diagram has been redesigned to emphasize the systems Builder ; see http://www.nist.gov/baldrige/publications
nature of Baldrige. An “interlocking structure” now reflects /builder.cfm).
the interconnected nature of the whole system. The Orga-
nizational Profile is now the background that touches every As we studied the evolving nature of competitive and stra-
aspect of your performance system. And the highlighting of tegic pressures on organizations, three key themes evolved
the key role of integration emphasizes that no single piece for Criteria revisions in 2015–2016: (1) change management,
of the system can operate independently. The overview (2) big data, and (3) climate change.
Página 53
Change management. Organizational change is difficult Category 1: Leadership

and generally disruptive to the organization and its people.
It requires dedication and commitment. El estratégico Item 1.1, Senior Leadership, now specifically asks about
imperatives and decisions about change have been a focus senior leaders' actions that build a successful organization
of past updates to the Criteria. The roadblock many organi- now and in the future. Both the item requirements and the
notes now refer to the leaders' role in communicating and
zations face is that designing change is much easier than the
dedication and commitment required to implement, fully implementing organizational change.
deploy, and sustain changes. Revisions to the 2015–2016 Item 1.2, Governance and Societal Responsibilities, asks
Criteria emphasize the ability to accomplish these tactical how members of your governance system achieve their
aspects of change. accountability for the organization's strategic plans.
Big data. For all organizations, turning data into knowledge Category 2: Strategy
and knowledge into useful strategic insights is the real chal-
lenge of big data. While the volume of data an organization Item 2.1, Strategy Development, now asks how your
must assimilate and use in decision making may vary widely, strategic planning process addresses the potential need
all organizations are faced with using data from different for transformational change and prioritization of change
sources and of varying quality. This presents challenges in iniciativas. A question also probes how you prepare for
data validation, frequently exacerbated when the data being potential changes in your regulatory environment. A key
validated include numerics, text, and video or other formats. consideration in strategic planning has been addressed in a
Organizations must deal increasingly with more sophisti- new note on the ability to capitalize on increasingly complex
cated data analytics and issues of data integrity. Desafíos and larger amounts of information and data.
to cybersecurity enhance the pressures on organizations and
increase the need for organizational sophistication. Usuario Category 3: Customers
demands increase the need for speed and availability of Item 3.1, Voice of the Customer, now addresses customer
datos. In 2015, the Criteria incorporate an enhanced focus on satisfaction and dissatisfaction in the same set of questions,
data analytics, data integrity, and cybersecurity. since the processes are generally the same for gathering
Climate change. While some organizations have a greater both types of information.
opportunity than others to contribute to eliminating the Item 3.2, Customer Engagement, now asks about managing
sources of climate change, no organization is immune to and enhancing your brand image as a key component of
its impacts. This is true of all types and sizes of businesses, building customer relationships.
nonprofit organizations, and government entities. Increas-
ingly severe storms, massive snows, flooding, and power Category 4: Measurement, Analysis,
outages potentially affect supply chains, the ability to and Knowledge Management
work, productivity, and the ability to move around. Estas
events increase the need for aid from social service and Item 4.1, Measurement, Analysis, and Improvement of
government agencies. For all organizations, the impacts of Organizational Performance, now asks about the use of
climate change are about managing risk, making choices, comparative and customer data in performance reviews and
and building acceptable redundancies and alternatives into how you assess any need for transformational change in
performance management systems, while not building your organizational structure and work systems.
overcapacity and wasteful systems. These contingencies are
addressed in the 2015–2016 Criteria. Item 4.2, Knowledge
Information Management,
Technology, now placesInformation,
a significantand
focus on
The most significant changes to the Criteria categories are data and information security and the cybersecurity of your
summarized as follows. information systems, as well as the challenges of blending
and correlating large datasets and data from diverse sources
6YNHUPaH[PVUHS 7YVÄSL to build knowledge.
Item P.1, Organizational Description, now includes a Category 5: Workforce
question (formerly in category 5) about recent changes in
your workforce composition or needs. This question sets Item 5.1, Workforce Environment, includes how you prepare
the context for strategy and other areas of the Criteria. UN your workforce for changes in organizational structure and
note now addresses customer, stakeholder, and operational work systems.
requirements and expectations around the disruptive Item 5.2, Workforce Engagement, has been realigned and
impacts of climate change and other potential emergency reduced to two areas to address to better reinforce key
situations. concept linkages between workforce engagement and
Item P.2, Organizational Situation, now includes a reference performance management, and to better evaluate the
in the notes to brand recognition and reputation as a con- effectiveness of your learning and development system.
sideration in identifying strategic challenges and advantages.
Changes from the 2013¶2014 Criteria 45
Página 54
Category 6: Operations requirements, in recognition of the associated organizational

maturity. The use of comparative data has been moved
Item 6.1, Work Processes, now includes innovation manage- to the multiple requirements, as well as being a factor in
ment (formerly in item 6.2) as a key work process.
the scoring system, also in recognition of the associated
Item 6.2, Operational Effectiveness, now has Process organizational maturity.
Efficiency and Effectiveness as the title of the first area to The point values for items 7.2 and 7.3, Customer-Focused
address to better reflect the focus of the questions. Results and Workforce-Focused Results, have been adjusted
Category 7: Results to 80 points, and item 7.5, Financial and Market Results, is
now allotted 90 points in recognition of the critical role of
All items in this category now include segmentation of these latter results in achieving organizational success.
results by key groups or by market or product characteristics
as part of the multiple requirements rather than the overall
Página 55
Glossary of Key Terms
The terms below are those in SMALL CAPS in the Baldrige Criteria for Performance Excellence
and scoring guidelines. Each term is followed by a definition in boldface. Subsequent sentences
in the first paragraph elaborate on this definition. The paragraphs that follow provide examples,
descriptive information, or key linkages to other information about the Baldrige framework.
ACTION PLANS. Specific actions that your organization ANECDOTAL. In a response to a Criteria item, informa-
takes to reach its short- and longer-term strategic tion that lacks specific methods; measures; despliegue
objetivos. These plans specify the resources committed to mecanismos; and evaluation, improvement, and
and the time horizons for accomplishing the plans. Acción learning factors. Anecdotal information frequently consists
plan development is the critical stage in planning when of examples and describes individual activities rather than
you make strategic objectives and goals specific so that you systematic processes. For example, in an anecdotal response
can effectively deploy them throughout the organization to how senior leaders deploy performance expectations,
in an understandable way. In the Criteria, deploying action you might describe a specific occasion when a senior leader
plans includes creating aligned measures for all affected visited all of your organization's facilities. En el otro
departments and work units. Deployment might also require hand, in properly describing a systematic process, you might
specialized training for some workforce members or recruit- include the methods all senior leaders use to communicate
ment of personnel. performance expectations regularly to all locations and
workforce members, the measures leaders use to assess the
For example, a strategic objective for a supplier in a highly effectiveness of the methods, and the tools and techniques
competitive industry might be to develop and maintain price
you use to evaluate and improve the methods.
liderazgo. Action plans could entail designing efficient
processes, creating an accounting system that tracks activity- See also SYSTEMATIC .
level costs, and aligning processes and accounting systems
across the organization. To deploy the action plans, the APPROACH. The methods your organization uses to
supplier might need to train work units and teams in setting carry out its processes. Besides the methods themselves,
priorities based on costs and benefits. Organizational-level approach refers to the appropriateness of the methods to
analysis and review would likely emphasize productivity the item requirements and your organization's operating
growth, cost control, and quality. environment, as well as how effectively your organization
See also STRATEGIC OBJECTIVES . uses those methods.
Approach is one of the factors considered in evaluating pro-
ALIGNMENT. A state of consistency among plans, cess items. For further description, see the Scoring System
processes, information, resource decisions, workforce (pages 30–35).
capability and capacity, actions, results, and analyses
that support key organization-wide goals. Effective align- BASIC REQUIREMENTS. The most central concept of a
ment requires a common understanding of purposes and Criteria item, as presented in the item title question.
metas. It also requires the use of complementary measures For an illustration, see Criteria for Performance Excellence
and information for planning, tracking, analysis, and Structure (page 2).
improvement at three levels: the organizational level, the
key process level, and the work unit level. BENCHMARKS. Processes and results that represent
See also INTEGRATION . the best practices and best performance for similar
activities, inside or outside your organization's industry.
ANALYSIS. The examination of facts and data to provide Organizations engage in benchmarking to understand the
a basis for effective decisions. Analysis often involves current dimensions of world-class performance and to
achieve discontinuous (nonincremental) or “breakthrough”
determining cause-effect relationships. Overall organiza-
tional analysis guides you in managing work systems and mejora.
work processes toward achieving key business results and Benchmarks are one form of comparative data. Otras formas
attaining strategic objectives. include industry data collected by a third party (frequently
industry averages), data on competitors' performance, and
Although individual facts and data are important, they do
not usually provide an effective basis for acting or setting comparisons with similar organizations that are in the same
prioridades Effective actions depend on an understanding of geographic area or that provide similar products and services
relationships, which is derived from the analysis of facts and in other geographic areas.
datos.
Glossary of Key Terms 47
Página 56
CAPABILITY, WORKFORCE. See WORKFORCE CAPABILITY . as time to market, order fulfillment time, delivery time,
changeover time, customer response time, and other key
CAPACITY, WORKFORCE. See WORKFORCE CAPACITY . measures of time. Improvement in cycle time might involve
any or all of these.
COLLABORATORS. Organizations or individuals who
cooperate with your organization to support a particular DEPLOYMENT. The extent to which your organization
activity or event or who cooperate intermittently when applies an approach in addressing the requirements of
their short-term goals are aligned with or are the same a Criteria item. Evaluation of deployment considers how
as yours. Typically, collaborations do not involve formal broadly and deeply the approach is applied in relevant work
agreements or arrangements. units throughout your organization.
See also PARTNERS . Deployment is one of the factors considered in evaluating
process items. For further description, see the Scoring
CORE COMPETENCIES. Your organization's areas of System (pages 30–35).
greatest expertise; those strategically important capa-
DIVERSITY. Personal differences among workforce
bilities that
provide are centralintoyour
an advantage fulfilling your mission
marketplace or that
or service members that enrich the work environment and are
ambiente. Core competencies are frequently challeng- representative of your hiring and customer communi-
ing for competitors or suppliers and partners to imitate, corbatas. These differences address many variables, such as race,
and they may provide an ongoing competitive advantage. religion, color, gender, national origin, disability, sexual ori-
The absence of a needed core competency may result in entation, age and generation, education, geographic origin,
a significant strategic challenge or disadvantage for your and skill characteristics, as well as ideas, thinking, academic
organization in the marketplace. disciplines, and perspectives.
Core competencies may involve technological expertise, The Criteria refer to valuing and benefiting from the diver-
unique service offerings, a marketplace niche, or business sity of your workforce hiring and customer communities.
acumen in a particular area (eg, business acquisitions). Capitalizing on both in building your workforce increases
your opportunities for high performance; customer,
CUSTOMER. An actual or potential user of your organi- workforce, and community satisfaction; and customer and
zation's products, programs, or services (all referred to workforce engagement.
as products in the Criteria). Customers include the end
users of your products, as well as others who are immedi- EFFECTIVE. How well a process or a measure addresses
ate purchasers or users, such as distributors, agents, or its intended purpose. Determining effectiveness requires
organizations that process your product as a component of (1) evaluating how well the process is aligned with the orga-
theirs. The Baldrige framework addresses customers broadly, nization's needs and how well it is deployed or (2) evaluat-
referencing your current and future customers, as well as ing the outcome of the measure as an indicator of process or
your competitors' customers. product performance.
Customer-focused excellence is a Baldrige core value EMPOWERMENT. Giving people the authority and
embedded in the beliefs and behaviors of high-performing responsibility to make decisions and take actions. Cuando
organizaciones. Customer focus impacts and should be a people are empowered, decisions are made closest to the
factor in integrating your organization's strategic directions, front line, where work-related knowledge and understand-
work systems and work processes, and business results. ing reside.
See also STAKEHOLDERS for the relationship between cus- The purpose of empowering people is to enable them to
tomers and others who might be affected by your products. satisfy customers on first contact, improve processes and
increase productivity, and improve your organization’s
CUSTOMER ENGAGEMENT. Your customers' investmentperformance results. An empowered workforce requires
in or commitment to your brand and product offerings. information to make appropriate decisions; thus, your
It is based on your ongoing ability to serve their needs and organization must provide that information in a timely and
build relationships so that they will continue using your useful way.
productos. Characteristics of engaged customers include
retention and loyalty, willingness to make an effort to do ENGAGEMENT, CUSTOMER. See CUSTOMER ENGAGEMENT .
business with your organization, and willingness to actively
advocate for and recommend your brand and product ENGAGEMENT, WORKFORCE. See WORKFORCE
ofrendas. ENGAGEMENT .
CYCLE TIME. The time required to fulfill commitments ETHICAL BEHAVIOR. The actions your organization
or complete tasks. Time performance and speed are impor- takes to ensure that all its decisions, actions, and
tant to improving competitiveness and overall performance. stakeholder interactions conform to its moral and pro-
Cycle time refers to all aspects of time performance, such fessional principles of conduct. These principles should
Página 57
support all applicable laws and regulations and are the establishment of executive compensation and benefits, suc-
foundation for your organization's culture and values. Ellos cession planning, financial and other fiduciary auditing, risk
distinguish right from wrong. management, disclosure, and shareholder reporting. Ensur-
ing effective governance is important to stakeholders' and
Senior leaders should be role models for these principles the larger society's trust and to organizational effectiveness.
of behavior. The principles apply to all people involved in
your organization, from temporary workforce members to HIGH PERFORMANCE. Ever-higher levels of overall
members of the board of directors. These principles benefit organizational and individual performance, including
from regular communication and reinforcement. A pesar de que
quality, productivity, innovation rate, and cycle time.
the Baldrige framework does not prescribe a particular
High performance results in improved service and value for
model for ensuring ethical behavior, senior leaders have the
responsibility for the alignment of your organization's mis- customers and other stakeholders.
sion and vision with its ethical principles. Ethical behavior Approaches to high performance vary in their form, their
encompasses interactions with all stakeholders, including function, and the incentive systems used. High performance
your workforce, shareholders, customers, partners, suppliers, stems from and enhances workforce engagement. It involves
and local community. cooperation between the management and the workforce,
which may involve workforce bargaining units; cooperación
Well-designed and clearly articulated ethical principles among work units, often involving teams; empowerment
empower people to make effective decisions with great
of your people, including personal accountability; y
confianza. In some organizations, ethical principles also workforce input into planning. It may involve learning
serve as boundary conditions restricting behavior that
and building individual and organizational skills; aprendizaje
otherwise could have adverse impacts on your organization from other organizations; creating flexible job design and
and/or society.
work assignments; maintaining a flattened organizational
EXCELLENCE. See PERFORMANCE EXCELLENCE . structure, where decision making is decentralized and
decisions are made closest to the front line; and effectively
GOALS. Future conditions or performance levels that using performance measures, including comparisons. Muchos
organizations encourage high performance with monetary
your organization intends or desires to attain. Goals can and nonmonetary incentives based on factors such as orga-
be both short and longer term. They are ends that guide nizational performance, team and individual contributions,
actions. Quantitative goals, frequently referred to as targets, and skill building. Also, approaches to high performance
include a numerical point or range. Targets might be desired usually seek to align your organization's structure, core
performance based on comparative or competitive data. competencies, work, jobs, workforce development, and
Stretch goals are goals for desired major, discontinuous incentivos.
(nonincremental) or “breakthrough” improvements, usually
in areas most critical to your organization's future success. HOW. The systems and processes that your organization
Goals can serve many purposes, including uses to achieve its mission requirements. In responding
to “how” questions in Criteria categories 1–6, you should
• clarifying strategic objectives and action plans to
indicate how you will measure success, include information
deployment, onand
learning, approach (methods and measures),
integration.
• fostering teamwork by focusing on a common end,
INDICATORS. See MEASURES AND INDICATORS .
• encouraging out-of-the-box thinking (innovation) to
achieve a stretch goal, and INNOVATION. Making meaningful change to improve
• providing a basis for measuring and accelerating products, processes, or organizational effectiveness
Progreso. and create new value for stakeholders. Innovación
involves adopting an idea, process, technology, product, or
See also PERFORMANCE PROJECTIONS . business model that is either new or new to its proposed
GOVERNANCE. The system of management and controls solicitud. The outcome of innovation is a discontinuous
or “breakthrough” change in results, products, or processes.
exercised in the stewardship of your organization. Gov- Innovation benefits from a supportive environment, a pro-
ernance includes the responsibilities of your organization’s cess for identifying strategic opportunities, and a willingness
owners/shareholders, board of directors, and senior leaders. to pursue intelligent risks.
Corporate or organizational charters, bylaws, and policies
document the rights and responsibilities of each of the Successful organizational innovation is a multistep process
parties and describe how they will direct and control your of development and knowledge sharing, a decision to imple-
organization to ensure (1) accountability to owners/share- ment, implementation, evaluation, and learning. A pesar de que
holders and other stakeholders, (2) transparency of opera- innovation is often associated with technological innovation,
tions, and (3) fair treatment of all stakeholders. Gobernancia it is applicable to all key organizational processes that
processes may include the approval of strategic direction, the can benefit from change through innovation, whether
monitoring and evaluation of the CEO's performance, the breakthrough improvement or a change in approach or
Página 58
salidas. Innovation could include fundamental changes in LEADERSHIP SYSTEM. The way leadership is exercised,
an organization's structure or business model to accomplish formally and informally, throughout your organization;
work more effectively. the basis for key decisions and the way they are made,
See also INTELLIGENT RISKS and STRATEGIC OPPORTUNITIES . communicated, and carried out. A leadership system
includes structures and mechanisms for making decisions;
INTEGRATION. The harmonization of plans, processes, ensuring two-way communication; selecting and develop-
information, resource decisions, workforce capability ing leaders and managers; and reinforcing values, ethical
and capacity, actions, results, and analyses to support behavior, directions, and performance expectations.
key organization-wide goals. Effective integration goes An effective leadership system respects workforce members'
beyond alignment and is achieved when the individual and other stakeholders' capabilities and requirements, and
components of an organizational performance management it sets high expectations for performance and performance
system operate as a fully interconnected unit. mejora. It builds loyalties and teamwork based
Integration is one of the factors considered in evaluating on your organization's vision and values and the pursuit
both process and results items. For further description, see of shared goals. It encourages and supports initiative,
the Scoring System (pages 30–35). innovation, and appropriate risk taking; subordinates
organizational structure to purpose and function; and avoids
See also ALIGNMENT . chains of command that require long decision paths. Un
effective leadership system includes mechanisms for leaders
INTELLIGENT RISKS. Opportunities for which the poten-to conduct self-examination, receive feedback, and improve.
tial gain outweighs the potential harm or loss to your
organization's future success if you do not explore them. LEARNING. New knowledge or skills acquired through
Taking intelligent risks requires a tolerance for failure and evaluation, study, experience, and innovation. los
an expectation that innovation is not achieved by initiating Baldrige framework refers to two distinct kinds of learning:
only successful endeavors. At the outset, organizations must organizational learning and learning by the people in your
invest in potential successes while realizing that some will personal. Organizational learning is achieved through
lead to failure. research and development, evaluation and improvement
The degree of risk that is intelligent to take will vary by the cycles, ideas and input from the workforce and stakeholders,
pace and level of threat and opportunity in the industry. En the sharing of best practices, and benchmarking. Workforce
a rapidly changing industry with constant introductions of learning is achieved through education, training, and devel-
new products, processes, or business models, there is an opmental opportunities that further the individual growth of
obvious need to invest more resources in intelligent risks the people in your workforce.
than in a stable industry. In the latter, organizations must To be effective, learning should be embedded in the way
monitor and explore growth potential and change but, most your organization operates. Learning contributes to a
likely, with a less significant commitment of resources. competitive advantage and ongoing success for your organi-
See also STRATEGIC OPPORTUNITIES . zation and workforce.
For further description of organizational and personal learn-
KEY. Major or most important; critical to achieving your ing, see the related core values and concepts: Valuing People,
intended outcome. The Criteria, for example, refer to key and Organizational Learning and Agility (page 40).
challenges, plans, work processes, and measures—those that
are most important to your organization's success. Son Learning is one of the factors considered in evaluating pro-
cess items. For further description, see the Scoring System
the essential elements for pursuing or monitoring a desired
Salir. Key is generally defined as around the most (pages 30–35).
significant five (eg, around five key challenges). LEVELS. Numerical information that places or positions
KNOWLEDGE ASSETS. Your organization's accumulated your organization's results and performance on a
intellectual resources; the knowledge possessed by your meaningful measurement scale. Performance levels permit
organization and its workforce in the form of informa- evaluation relative to past performance, projections, goals,
tion, ideas, learning, understanding, memory, insights, and appropriate comparisons.
cognitive and technical skills, and capabilities. Estas MEASURES AND INDICATORS. Numerical information
knowledge assets reside in your workforce, software, pat-
ents, databases, documents, guides, policies and procedures, that quantifies the input, output, and performance
and technical drawings. Knowledge assets also reside within dimensions of processes, products, programs, projects,
customers, suppliers, and partners. services, and the overall organization (outcomes).
Measures and indicators might be simple (derived from one
Knowledge assets are the know-how that your organiza- measurement) or composite.
tion has available to use, invest, and grow. Construyendo y
managing knowledge assets are key components of creating The Criteria do not distinguish between measures and indi-
cators. However, some users of these terms prefer “indicator”
value for your stakeholders and sustaining a competitive
ventaja. (1) when the measurement relates to performance but does
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not measure it directly (eg, the number of complaints is an response to emergencies, at-home services, or multilingual
indicator but not a direct measure of dissatisfaction) and (2) servicios.
when the measurement is a predictor (“leading indicator”)
Customer-focused performance is performance relative to
of some more significant performance (eg, increased
customer satisfaction might be a leading indicator of market measures and indicators of customers' perceptions, reac-
tions, and behaviors. Examples include customer retention,
share gain).
complaints, and survey results.
MISSION. Your organization's overall function. los Operational performance is workforce, leadership, and
mission answers the question, “What is your organization organizational performance (including ethical and legal
attempting to accomplish?” The mission might define cus- compliance) relative to measures and indicators of effective-
tomers or markets served, distinctive or core competencies, ness, efficiency, and accountability. Examples include cycle
or technologies used. time, productivity, waste reduction, workforce turnover,
workforce cross-training rates, regulatory compliance, fiscal
MULTIPLE REQUIREMENTS. The details of a Criteria accountability, strategy accomplishment, and community
item, as expressed in the individual questions under enredo. Operational performance might be measured
each lettered area to address. The first question in a set at the work-unit, key work process, and organizational
of multiple requirements expresses the most important levels.
question in that group. The questions that follow expand on
Financial and marketplace performance is performance
or supplement that question. For an illustration, see Criteria relative to measures of cost, revenue, and market position,
for Performance Excellence Structure (page 2).
including asset utilization, asset growth, and market share.
Even high-performing, high-scoring users of the Baldrige Examples include returns on investments, value added per
framework are not likely to be able to address all the employee, debt-to-equity ratio, returns on assets, operating
multiple requirements with equal capability or success. margins, performance to budget, the amount in reserve
funds, cash-to-cash cycle time, other profitability and liquid-
OVERALL REQUIREMENTS. The most important features ity measures, and market gains.
of a Criteria item, as elaborated in the first question (the
leading question in boldface) in each paragraph under PERFORMANCE EXCELLENCE. An integrated approach
each lettered area to address. For an illustration, see to organizational performance management that results
Criteria for Performance Excellence Structure (page 2). in (1) delivery of ever-improving value to customers and
stakeholders, contributing to ongoing organizational
PARTNERS. Key organizations or individuals who are éxito; (2) improvement of your organization's overall
working in concert with your organization to achieve a effectiveness and capabilities; and (3) learning for
common goal or improve performance. Typically, partner- the organization and for people in the workforce. los
ships are formal arrangements for a specific aim or purpose, Baldrige Organizational Profile, Criteria, core values and
such as to achieve a strategic objective or deliver a specific concepts, and scoring guidelines provide a framework and
producto. assessment tool for understanding your organization’s
strengths and opportunities for improvement and, thus, for
Formal partnerships usually last for an extended period and guiding your planning toward achieving higher performance
involve a clear understanding of the partners' individual and and striving for excellence.
mutual roles and benefits.
See also COLLABORATORS . PERFORMANCE PROJECTIONS. Estimates of your
organization's future performance. Projections should
PERFORMANCE. Outputs and their outcomes obtained be based on an understanding of past performance, rates
from processes, products, and customers that permit of improvement, and assumptions about future internal
you to evaluate and compare your organization's results changes and innovations, as well as assumptions about
to performance projections, standards, past results, changes in the external environment that result in internal
goals, and other organizations' results. Performance can cambios. Thus, performance projections can serve as a key
be expressed in nonfinancial and financial terms. tool in managing your operations and in developing and
implementing your strategy.
The Criteria address four types of performance: (1) product,
(2) customer-focused, (3) operational, and (4) financial and Performance projections state your expected future
mercado. actuación. Goals state your desired future performance.
Performance projections for your competitors or similar
Product performance is performance relative to measures organizations may indicate challenges facing your organiza-
and indicators of product and service characteristics that are tion and areas where breakthrough performance or innova-
important to customers. Examples include product reliability, tion is needed. In areas where your organization intends
on-time delivery, customer-experienced defect levels, and to achieve breakthrough performance or innovation, your
service response time. For some service organizations, performance projections and your goals may overlap.
including nonprofit organizations, examples might include
program and project performance in the areas of rapid See also GOALS .
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PROCESO. Linked activities with the purpose of produc- SEGMENT. One part of your organization's customer,
ing a product or service for a customer (user) within or market, product offering, or workforce base. Segmentos
outside your organization. Generally, processes involve typically have common characteristics that allow logical
combinations of people, machines, tools, techniques, materi- agrupaciones. In Criteria results items, segmentation refers
als, and improvements in a defined series of steps or actions. to disaggregating results data in a way that allows for
Processes rarely operate in isolation and must be considered meaningful analysis of your organization's performance. Es
in relation to other processes that impact them. In some up to each organization to determine the factors that it uses
situations, processes might require adherence to a specific to segment its customers, markets, products, and workforce.
sequence of steps, with documentation (sometimes formal)
of procedures and requirements, including well-defined Understanding segments is critical to identifying the distinct
needs and expectations of different customer, market, and
measurement and control steps.
workforce groups and to tailoring product offerings to meet
In the delivery of services, particularly those that directly their needs and expectations. For example, you might seg-
involve customers, process is used more generally to spell ment your market based on distribution channels, business
out what delivering that service entails, possibly including a volume, geography, or technologies employed. Es posible que
preferred or expected sequence. If a sequence is critical, the segment your workforce based on geography, skills, needs,
process needs to include information that helps customers work assignments, or job classifications.
understand and follow the sequence. Such service processes
also require guidance for service providers on handling SENIOR LEADERS. Your organization's senior manage-
contingencies related to customers' possible actions or ment group or team. In many organizations, this consists
comportamientos of the head of the organization and his or her direct reports.
In knowledge work, such as strategic planning, research, STAKEHOLDERS. All groups that are or might be
development, and analysis, process does not necessarily
imply formal sequences of steps. Rather, it implies general affected by your organization's actions and success. Llave
understandings of competent performance in such areas stakeholders might include customers, the workforce, part-
as timing, options to include, evaluation, and reporting. ners, collaborators, governing boards, stockholders, donors,
Sequences might arise as part of these understandings. suppliers, taxpayers, regulatory bodies, policy makers,
funders, and local and professional communities.
Process is one of the two dimensions evaluated in a
Baldrige-based assessment. This evaluation is based on four See also CUSTOMER .
factors: approach, deployment, learning, and integration. por STRATEGIC ADVANTAGES. Those marketplace benefits
further description, see the Scoring System (pages 30–35).
that exert a decisive influence on your organization’s
PRODUCTIVITY. Measures of the efficiency of resource likelihood of future success. These advantages are
utilizar. frequently sources of current and future competitive success
relative to other providers of similar products. Estratégico
Although the term is often applied to single factors, such advantages generally arise from either or both of two
as the workforce (labor productivity), machines, materials, sources: (1) core competencies, which focus on building and
energy, and capital, the concept also applies to the total expanding on your organization's internal capabilities, and
resources used in producing outputs. Using an aggregate (2) strategically important external resources, which your
measure of overall productivity allows you to determine organization shapes and leverages through key external
whether the net effect of overall changes in a process— relationships and partnerships.
possibly involving resource trade-offs—is beneficial.
When an organization realizes both sources of strategic
PROJECTIONS, PERFORMANCE. See PERFORMANCE advantage, it can amplify its unique internal capabilities
PROJECTIONS . by capitalizing on complementary capabilities in other
organizaciones.
RESULTADOS Outputs and outcomes achieved by your See STRATEGIC CHALLENGES and STRATEGIC OBJECTIVES
organización. Results are evaluated based on current for the relationship among strategic advantages, strategic
actuación; performance relative to appropriate com- challenges, and the strategic objectives your organization
parisons; the rate, breadth, and importance of performance articulates to address its challenges and advantages.
improvements; and the relationship of results measures to
key organizational performance requirements. STRATEGIC CHALLENGES. Those pressures that exert a
Results are one of the two dimensions evaluated in a decisive influence on your organization's likelihood of
future success. These challenges are frequently driven by
Baldrige-based assessment. This evaluation is based on four
factors: levels, trends, comparisons, and integration. por your organization's anticipated competitive position in the
future relative to other providers of similar products. Mientras
further description, see the Scoring System (pages 30–35).
not exclusively so, strategic challenges are generally exter-
nally driven. However, in responding to externally driven
Página 61
strategic challenges, your organization may face internal Examples of trends called for by the Criteria and scoring
strategic challenges. guidelines include data on product performance, results
for customer and workforce satisfaction and dissatisfaction,
External strategic challenges may relate to customer or mar-
financial performance, marketplace performance, and opera-
ket needs or expectations; product or technological changes; tional performance, such as cycle time and productivity.
or financial, societal, and other risks or needs. Internal
strategic challenges may relate to capabilities or human and VALUE. The perceived worth of a product, process, asset,
other resources.
or function relative to its cost and possible alternatives.
See STRATEGIC ADVANTAGES and STRATEGIC OBJECTIVES
for the relationship among strategic challenges, strategic Organizations frequently use value considerations to deter-
advantages, and the strategic objectives your organization mine the benefits of various options relative to their costs,
articulates to address its challenges and advantages. such as the value of various product and service combina-
tions to customers. Your organization needs to understand
STRATEGIC OBJECTIVES. The aims or responses that what different stakeholder groups value and then deliver
value to each group. This frequently requires balancing value
your organization articulates to address major change
among customers and other stakeholders, such as your
or improvement, competitiveness or social issues, and workforce and the community.
business advantages. Strategic objectives are generally
focused both externally and internally and relate to VALUES. The guiding principles and behaviors that
significant customer, market, product, or technological
opportunities and challenges (strategic challenges). Broadly embody how your organization and its people are
stated, they are what your organization must achieve to expected to operate. Values influence and reinforce your
remain or become competitive and ensure its long-term suc- organization's desired culture. They support and guide the
decisions made by every workforce member, helping your
impuesto. Strategic objectives set your organization's longer-term
directions and guide resource allocation and redistribution. organization accomplish its mission and attain its vision
adecuadamente. Examples of values include demonstrating
See ACTION PLANS for the relationship between strategic integrity and fairness in all interactions, exceeding customer
objectives and action plans and for an example of each. expectations, valuing individuals and diversity, protecting
the environment, and striving for performance excellence
STRATEGIC OPPORTUNITIES. Prospects that arise from cada día.
outside-the-box thinking, brainstorming, capitalizing
on serendipity, research and innovation processes, VISION. Your organization's desired future state. los
nonlinear extrapolation of current conditions, and other vision describes where your organization is headed, what it
approaches to imagining a different future. intends to be, or how it wishes to be perceived in the future.
The generation of ideas that lead to strategic opportunities VOICE OF THE CUSTOMER. Your process for capturing
benefits from an environment that encourages nondirected, customer-related information. Voice-of-the-customer
free thought. Choosing which strategic opportunities to
pursue involves consideration of relative risk, financial and processes are intended to be proactive and continuously
otherwise, and then making intelligent choices (intelligent innovative to capture stated, unstated, and anticipated
risks). customer requirements, expectations, and desires. La meta
is to achieve customer engagement. Listening to the voice
See also INTELLIGENT RISKS . of the customer might include gathering and integrating
various types of customer data, such as survey data, focus
SYSTEMATIC. Well-ordered, repeatable, and exhibiting group findings, web-based commentary, warranty data,
the use of data and information so that learning is and complaint data, that affect customers' purchasing and
posible. Approaches are systematic if they build in the engagement decisions.
opportunity for evaluation, improvement, and sharing,
WORK PROCESSES. Your organization's most important
thereby permitting a gain in maturity. To see the term in use,
refer to the Process Scoring Guidelines (page 34). internal value-creation processes. They might include
product design, production, and delivery; customer support;
TRENDS. Numerical information that shows the direc- supply-chain management; negocio; and support processes.
tion and rate of change of your organization's results They are the processes that involve the majority of your
or the consistency of its performance over time. Tendencias organization's workforce.
show your organization's performance in a time sequence. Your key work processes frequently relate to your core com-
Ascertaining a trend generally requires a minimum of three petencies, the factors that determine your success relative
historical (not projected) data points. Defining a statistically to competitors, and the factors your senior leaders consider
valid trend requires more data points. The cycle time of the important for business growth. Your key work processes are
process being measured determines the time between the always accomplished by your workforce.
data points for establishing a trend. Shorter cycle times
demand more frequent measurement, while longer cycle
times might require longer periods for a meaningful trend.
Página 62
WORK SYSTEMS. How your organization's work is technologies; to develop new products and work processes;
accomplished, consisting of the internal work processes and to meet changing business, market, and regulatory
and external resources you need to develop and demandas.
produce products, deliver them to your customers, and
succeed in your marketplace. Work systems involve your WORKFORCE CAPACITY. Your organization's ability
workforce, your key suppliers and partners, your contractors, to ensure sufficient staffing levels to accomplish its
your collaborators, and other components of the supply work processes and deliver your products to custom-
chain needed to produce and deliver your products and ers, including the ability to meet seasonal or varying
carry out your business and support processes. demand levels.
Decisions about work systems are strategic. These decisions WORKFORCE ENGAGEMENT. The extent of workforce
involve protecting and capitalizing on core competencies members' emotional and intellectual commitment to
and deciding what should be procured from or produced accomplishing your organization's work, mission, and
outside your organization in order to be efficient and visión. Organizations with high levels of workforce engage-
sustainable in your marketplace. ment are often characterized by high-performance work
WORKFORCE. All people actively supervised by your environments in which people are motivated to do their
utmost for their customers' benefit and the organization’s
organization and involved in accomplishing your éxito.
organization's work, including paid employees (eg,
permanent, part-time, temporary, and telecommuting In general, workforce members feel engaged when they
employees, as well as contract employees supervised by find personal meaning and motivation in their work and
your organization) and volunteers, as appropriate. Tu receive interpersonal and workplace support. An engaged
workforce includes team leaders, supervisors, and managers workforce benefits from trusting relationships, a safe
at all levels. and cooperative environment, good communication and
information flow, empowerment, and accountability for per-
WORKFORCE CAPABILITY. Your organization's ability rendimiento. Key factors contributing to engagement include
to accomplish its work processes through its people’s training and career development, effective recognition and
knowledge, skills, abilities, and competencies. reward systems, equal opportunity and fair treatment, and
family-friendliness.
Capability may include the ability to build and sustain rela-
tionships with customers; to innovate and transition to new
Página 63
Index of Key Terms
Page numbers in boldface indicate definitions in the Glossary of Key Terms (pages 47–54).
UN comparisons, iii, 6, 11, 12, 14, 16, 17, re

25, 26, 30, 33, 35, 36, 37, 38, 42, 45,
About the Baldrige Excellence 46, 47, 49, 50, 51, 52 datos
Framework, ii–iv competitors, iii, 5, 6, 11, 12, 13, 14, 17, analysis and use of, iii, 5, 6, 9, 10,
action plans, iii, v, 4, 7, 10, 12, 16, 17, 25, 26, 30, 36, 38, 40, 41, 42, 47, 48, 11, 12, 13, 16, 17, 18, 42, 45, 47,
20, 21, 27, 28, 32, 33, 35, 37, 39, 47 , 51, 53 52, 53
49, 53 complaints, management of, 13, 14, comparative/competitive, 6, 16, 17,
achievement of, 12, 16, 21, 28 16, 40, 51, 53 26, 33, 36, 46, 49
deployment of, 10 compliance, legal and regulatory, 8, delivering value and results, iii, 39,
development of, vi, 4, 10, 47 42, 43, 51 41, 43, 44
ADLI (approach, deployment, core competencies, 4, 5, 8, 9, 10, 11, deployment, iii, iv, 6, 7, 12, 14, 17, 28,
learning, integration). See Scoring 19, 21, 23, 28, 37, 39, 40, 41, 48 , 49, 30, 31, 33, 34, 36, 37, 44, 47, 48 , 49,
System and individual terms 51, 52, 53, 54 52
agility, iii, 7, 10, 12, 16, 23, 39, 40, 41, Core Values and Concepts, 39–43 diversity, 11, 19, 21, 27, 40, 48 , 53
42, 50 cost control, 24, 29, 41, 47
alignment, iii, 12, 16, 17, 19, 30, 32, mi
Criteria for Performance Excellence,
34, 37, 39, 42, 47 , 48, 49, 50 4–29 effective (meaning of), 48
analysis, 1, 3, 10, 11, 12, 13, 16, 17, 24, items and point values, 3 emergency preparedness, 9, 11, 24, 25
25, 30, 31, 32, 33, 34, 37, 41, 42, 45, overview and structure, 1–2 empowerment, 21, 40, 43, 48 , 49, 54
47 , 50, 52 culture, organizational, 6, 7, 16, 20, compromiso
anecdotal, 34, 36, 47 21, 22, 40, 42, 43, 49, 53 of customers, 3, 7, 10, 11, 13, 14–15,
approach, iii, iv, 5, 6, 30, 32, 34, 36, customer-focused excellence, iii, 26, 40, 43, 45, 48 , 53
37, 47 , 48, 49, 52, 53 39–40, 41 of workforce, 3, 4, 8, 19, 20, 21–22,
area to address, 2, 36, 46, 51 Customers (category 3), ii, 1, 3, 12, 27, 40, 43, 45, 48, 49, 54
13–15, 25, 37, 41, 45 ambiente
segundo
customers, iii, iv, 1, 4, 5, 6, 7, 9, 10, 11, competitive, iv, 4, 6, 11, 33, 42, 43,
basic requirements, 2, 34, 35, 47 13–15, 16, 17, 18, 19, 20, 21, 23, 24, 44
benchmarks, iii, 12, 13, 17, 30, 35, 41, 25, 26, 28, 29, 33, 34, 35, 37, 39, 40, organizational/operating, iv, 1, 2,
42, 47 , 50 41, 42, 43, 45, 46, 48 , 49, 50, 51, 52, 4, 5, 7, 16, 20, 24, 30, 40, 42, 47,
best practices, ii, iv, 16, 17, 41, 42, 47, 53, 54 48, 51
50 dissatisfaction of, 13, 26, 45, 51, 53 protection of, 5, 8, 9, 42, 53
engagement of, 3, 7, 10, 11, 13, regulatory, 4, 8, 10, 45
do 14–15, 26, 40, 43, 45, 48 , 53 workforce, 5, 8, 11, 19, 21, 22, 39,
groups (segments), 4, 5, 11, 13, 14, 40, 42, 45, 48, 49, 53, 54
capability and capacity, workforce, 25, 26, 28, 29, 37, 42, 52 ética
7–8, 11, 12, 19, 20, 27, 42, 47, 50, 54 listening to, 13, 26, 53. See also and ethical behavior, 7, 8, 9, 10, 11,
Changes from the 2013–2014 voice of the customer 21, 28, 39, 41, 43, 48–49 , 49, 50,
Criteria, 44–46 loyalty of, 15, 39, 40, 48 51
collaborators, 5, 17, 18, 48 , 52, 54 relationships with, 11, 13, 14, 15, and transparency, iii, 39, 41, 43, 44
communication 20, 26, 40, 45, 48, 54 evaluation factors, iii, 30, 32, 36–37
with customers, 7, 12, 14, 28, 40, 44 requirements of, 4, 5, 11, 13, 14, 25, excellence. See performance
by senior leaders, 7, 8, 12, 20, 28, 32, 33, 35, 40, 52, 53 excelencia
39, 43, 45, 47, 49, 50 retention of, 14, 15, 40, 48, 51
with suppliers, partners, and satisfaction of, 13, 14, 24, 26, 39, 40, F
collaborators, 5, 24 43, 45, 48, 51, 53
with the workforce, 7, 8, 12, 20, 21, support of, 4, 5, 13, 14, 15, 23, 39, feedback, ii, iv, vi, 1, 9, 13, 24, 30, 33,
28, 39, 43, 47, 49, 50, 54 53 36, 37, 39, 50
communities, key, 9, 28 cycle time, 8, 24, 25, 40, 41, 48 , 49, focus on success, iii, 39, 41, 42
community support, 9, 28, 43, 51 51, 53 From Fighting Fires to Innovation, 31
Index of Key Terms 55
Página 64
GRAMO L Organizational Profile, iv, v, vi, 1, 2,

3, 4–6, 23, 25, 30, 33, 34, 36, 37, 38,
Glossary of Key Terms, 47–54 líderes. See senior leaders 44, 45, 51
goals, ii, iii, 8, 10, 19, 28, 30, 32, 33, leadership, visionary, iii, 39, 41 overall requirements, 2, 33, 34, 35, 44,
37, 38, 40, 42, 47, 48, 49 , 50, 51 Leadership (category 1), ii, 1, 3, 7–9, 46, 51
governance, 1, 3, 4, 5, 7, 8, 9, 10, 16, 37, 41, 45
25, 28, 39, 41, 42, 43, 45, 49 leadership system, v, 7, 8, 50 PAG
learning, iii, iv, vi, 6, 7, 12, 16, 18, 21,
H 22, 30, 31, 32, 33, 34, 36, 37, 38, 39, partners, 5, 7, 9, 10, 11, 12, 15, 17, 18,
24, 26, 40, 41, 42, 43, 48, 49, 50, 51 ,
high performance, 1, 7, 16, 19, 21, 32, 40, 41, 42, 45, 47,
organizational, iii, 49, 50 31,
7, 18, , 51,33,
52,34,
53 52, 54
39, 44, 48, 49 , 51, 54 performance, 51 . See also results
37, 39, 40–41, 50
how (meaning of), 36, 49 customer-focused, 26, 51
learning and development,
How to Respond to the Criteria, financial and marketplace, 16, 17,
workforce, 7, 12, 21, 22, 27, 37, 40,
36–38 29, 42, 51, 53
41, 45, 49, 50, 51
How to Use the Baldrige Excellence improvement of, v, vi, 6, 7, 16, 21,
legal and regulatory compliance, 8,
Framework, v–vi 23, 25, 30, 36, 37, 38, 39, 42, 45,
42, 43, 51
LeTCI (levels, trends, comparisons, 44, 50, 51, 52
yo
integration). See Scoring System management of, v, 5, 9, 21, 36, 37,
mejora and individual terms 39, 44, 45, 50, 51
breakthrough, iv, 30, 38, 47, 49, 51 levels (meaning of), iii, 25, 26, 27, 28, measures and indicators of, iii, 8, 9,
continuous, 17, 40, 42 29, 30, 33, 35, 36, 37, 38, 49, 50 , 52 10, 12, 16, 17, 19, 21, 23, 25, 26,
cycles of, iv, 30, 33, 37, 50 27, 28, 29, 30, 32, 33, 37, 38, 39,
opportunities for, iii, vi, 21, 30, 37, METRO 42, 43, 47, 48, 49, 50–51 , 52
51, 53 operational, 42, 51, 53
management by fact, iii, 39, 41, 42 product, 17, 23, 25, 39, 42, 48, 51,
of performance, v, vi, 6, 7, 16, 21,
managing for innovation, iii, 39, 41, 53
23, 25, 30, 36, 37, 38, 39, 42, 45,
42 projections of, 11, 12, 16, 17, 20, 28,
44, 50, 51, 52
maturity (organizational), iv, vi, 6, 30, 35, 37, 38, 42, 50, 51 , 53
of products and processes, iii, iv, 6,
32, 36, 37, 38, 44, 46, 53 workforce, 21, 43, 51
23, 25, 32, 34, 40, 41, 42, 47, 48,
measurement of performance, iii, 3, performance excellence, v, vi, 1, 39,
49
12, 16, 17, 30, 37, 42, 43, 50 51 , 53
tools for, iv, 6, 8, 23
Measurement, Analysis, and process (meaning of), iii, 30, 52
indicadores. See measures and
Knowledge Management (category Process Scoring Guidelines, 34
indicators of performance
4), ii, 1, 3, 12, 16–18, 41, 45 procesos. See also support processes;
information technology, 3, 16, 18, 24,
measures and indicators of procesos de trabajo
45
performance, iii, 8, 9, 10, 12, 16, design of, iii, 23, 47
innovation, iii, iv, v, 5, 6, 7, 8, 10, 11,
17, 19, 21, 23, 25, 26, 27, 28, 29, 30, improvement of, iii, iv, 6, 23, 25, 32,
12, 13, 17, 18, 21, 23, 25, 30, 31, 32,
32, 33, 37, 38, 39, 42, 43, 47, 48, 49, 34, 40, 41, 42, 47, 48, 49
34, 37, 39, 40, 41, 44, 46, 49–50 , 50,
50–51 , 52 management of, 23
51, 53, 54
mission, 4, 5, 6, 7, 9, 22, 33, 35, 36, 39, requirements for, 23, 33, 52
managing for, iii, 39, 41, 42
48, 49, 51 , 53, 54 productivity, 8, 20, 21, 24, 25, 41, 45,
integration, iii, 1, 6, 30, 32, 33, 34, 36,
multiple requirements, 2, 34, 35, 36, 47, 48, 49, 51, 52 , 53
37, 39, 41, 44, 49, 50 , 51, 52
46, 51 products, 1, 4, 5, 6, 8, 9, 10, 11, 13, 14,
intelligent risks, 7, 8, 10, 11, 21, 23,
28, 40, 42, 49, 50, 53 15, 17, 20, 23, 24, 25, 26, 33, 37, 38,
O
items (Criteria), v, 2, 3 39, 40, 41, 42, 43, 46, 47, 48, 49, 50,
requirements of, 2, 28, 30, 33, 34, Operations (category 6), ii, 1, 3, 9, 12, 51, 52, 53, 54
35, 36, 44, 45, 46, 47, 48, 51 23–24, 25, 27, 37, 41, 46 design of, 10, 23, 53
opportunities for improvement, i, iii, improvement of, 23, 40, 41, 42, 49
K vi, 21, 30, 37, 51, 53 performance of, 17, 23, 25, 39, 42,
organizational learning, iii, 7, 18, 31, 48, 51, 53
key (meaning of), 50 requirements for, 4, 23
33, 34, 37, 39, 40–41, 50
knowledge, organizational, 11, 18, 23, projections of performance, 11, 12,
organizational learning and agility, iii,
25, 39, 40, 42, 59 16, 17, 20, 28, 35, 37, 38, 42, 50, 51 ,
39, 40–41, 50
knowledge assets, 16, 18, 50 53
knowledge management, ii, 3, 12, 16,
18, 40, 41, 45
Página 65
R Scoring Guidelines T
Process, 34
recruitment of workforce, 19, 47 Results, 35 trends, iii, 17, 25, 26, 27, 28, 29, 30,
regulatory and legal compliance, 8, Scoring System, 30–35 33, 35, 36, 37, 38, 42, 52, 53
42, 43, 51 segment, 4, 5, 11, 13, 14, 19, 21, 25,
requisitos V
26, 27, 29, 33, 37, 38, 42, 46, 52
basic (item), 2, 34, 35, 47 senior leaders, v, 3, 4, 7, 8, 9, 12, 16, value, iii, 6, 7, 12, 15, 23, 40, 41, 42,
of customers, 4, 5, 11, 13, 14, 25, 32, 28, 39, 43, 45, 47, 49, 52 , 53 43, 49, 50, 51, 53
33, 35, 40, 52, 53 social media, 5, 7, 8, 11, 13, 14, 16, delivering, iii, 39, 41, 43, 22,
item, 2, 28, 30, 33, 34, 35, 36, 44, 45, 17, 42 values, 4, 7, 28, 36, 39, 43, 44, 49, 50,
46, 47, 48, 51 societal responsibility, iii, 3, 6, 7, 8, 9, 53
legal and regulatory, 4, 8, 9, 20, 28, 11, 28, 39, 41, 42–43, 45 valuing people, iii, 39, 40, 41, 50
42, 43, 54 stakeholders, iii, iv, 4, 5, 7, 8, 9, 10, 23, vision, 4, 7, 22, 28, 39, 49, 50, 53 , 54
multiple (item), 2, 34, 35, 36, 46, 51 24, 28, 39, 42, 43, 45, 48, 49, 50, 51, visionary leadership, iii, 39, 41, 44
overall (item), 2, 33, 34, 35, 44, 46, 52 , 53 voice of the customer, 3, 13, 16, 40,
51 Steps toward Mature Processes, 32 45, 53
for processes, 23, 33, 52 strategic advantages, 6, 10, 41, 45, 52 volunteers, 5, 8, 20, 27, 40, 41, 54
for products, 4, 23 strategic challenges, 6, 10, 11, 21, 45,
resource allocation, 11, 12, 23, 42, 47, 48, 52–53 W
50, 53 strategic objectives, 7, 8, 10, 11, 12,
results, 30, 52 . See also performance 16, 17, 20, 28, 33, 37, 39, 40, 42, 47, what (meaning of), 37
customer-focused, 1, 3, 25, 26, 41, 49, 51, 52, 53 work processes, 3, 12, 19, 23, 24, 27,
43 strategic opportunities, 10, 11, 23, 42, 37, 40, 42, 46, 47, 48, 50, 51, 53 , 54
financial and market, 1, 3, 25, 29, 49, 50, 53 work systems, iii, 5, 8, 10, 11, 16, 19,
41, 43, 46 strategic planning process, iii, 10, 11, 20, 22, 23, 25, 37, 39, 40, 41, 42, 45,
leadership and governance, 1, 3, 9, 18, 45, 52 47, 48, 54
25, 28, 41 Strategy (category 2), ii, 1, 3, 10–12, workforce, ii, iii, iv, v, 1, 3, 4, 5, 6, 7, 8,
product and process, 1, 3, 25, 38, 17, 20, 37, 41, 44, 45 9, 11, 12, 18, 19–22, 23, 25, 27, 28,
41, 43 strengths, iv, vi, 11, 30, 41, 51 33, 37, 39, 40, 41, 42, 45, 46, 47, 48,
workforce-focused, 1, 3, 25, 27, 41, succession planning, 7, 8, 21, 42, 49 49, 50, 51, 52, 53, 54
43, (category
Results 46 7), ii, 1, 3, 25–29, suppliers and supply chain, 5, 7, 8, capability and27,
12, 19, 20, capacity
42, 47,of,
50,7–8,
54 11,
9, 10, 11, 12, 17, 18, 23, 24, 25, 26,
41, 46 40, 41, 42, 43, 45, 47, 48, 49, 50, 52, engagement of, 4, 8, 19, 20, 21–22,
Results Scoring Guidelines, 35 53, 54 27, 40, 43, 45, 48, 49, 54
retencion support processes, 23, 25, 53, 54 learning and development of, 7,
customer, 14, 15, 40, 48, 51 systematic, 13, 30, 31, 32, 34, 37, 41, 12, 21, 22, 27, 37, 40, 41, 45, 49,
workforce, 19, 20, 21 42, 47, 53 50, 51
risks, intelligent, 7, 8, 10, 11, 21, 23, systems perspective, ii, iii, vi, 1, 39, performance of, 21, 25, 43, 51
28, 40, 42, 49, 50, 53 41, 44 retention and turnover of, 19, 20,
21, 51
S Workforce (category 5), ii, 1, 3, 12,
19–22, 27, 37, 41, 45
safety, 4, 5, 8, 9, 21, 24, 25, 27, 28, 38,
workforce environment, 5, 8, 11, 19,
40, 42, 43, 54
21, 22, 39, 40, 42, 45, 48, 49, 53, 54
Index of Key Terms 57
Página 66
List of Contributors
The Baldrige Program thanks the following groups and individuals for contributing to the
development of the 2015–2016 Baldrige Excellence Framework.
Alliance for Performance Excellence Susanne Harford Katie Rawls

Alumni and senior members of the Melanie Hatch Neil Reckon
Board of Examiners of the Denise Haynes Julie Reed
Malcolm Baldrige National Patricia Hildebrand Bryce Rosche
Quality Award Sharon Hunt Barry T. Ross
John Barchie Laura Huston Rebecca Ruhl
Michele Begandy Bert Jacobson Terry Rusconi
Mike Belter Cheryl Jones Janoski CW Russ Russo
Mark Blazey Barry C. Johnson Mike Sather
Board of Overseers of the Malcolm Baldrige Nancy Jokovich Ken Schiller
National Quality Award Judges' Panel of the Malcolm Baldrige Diane Schmalensee
Glenn Bodinson National Quality Award Ronald Schulingkamp
C. Bradley Borlase Kay Kendall Liza Nickerson Seltzer
Jo Brabson Joseph Kilbride Douglas Serrano
Jeffrey Bracken Reatha King James Sherlock
Maryann Brennan Lori Kirkland Nancy Showers
Mark Graham Brown Raina Knox Larry Smith
Terry Burns Meghan Koven Bo Snyder
Kenneth R. Cohen Wayne Laessig Vicki Spagnol
WT Craddock Brian Lassiter Dee Springer
Rita Creel SM Lenart Paul Steel
Shelby Danks Donald Lighter Betty K. Steele
Richard Eppig Paige Lillard Jack Swaim
Joel Ettinger Geri Markley Melanie Taylor
Eric Fairfield Mac McGuire David Thomsen
Wayne Ferch Dianne Nelson Mott Lynn Tomaszewski
Donald Fisher Brigitta U. Mueller John Van Gorkom
Gary Floss Lisa Muller Fonda Vera
Focus group participants Joseph Muzikowski Anne Warner
Terri Friel Patricia Nahas Marylou Watson
Julie Furst-Bowe Tendai Ndoro John Reichard West
Chris Gallegos Gary Nesteby Michael Whisman
Janice Garfield Robert Pence Robert Wigington
Sheldon Goldstein Richard Peterson Paul Wilkinson
Kate Goonan Janet Porter Jeffrey Worthington
Paul Grizzell MaryAnn Pranke Brian Zak
Rob Hagans
Página 67
The Malcolm Baldrige
National Quality Award
The Malcolm Baldrige National Quality Award, created

by Public Law 100 107 in 1987, is the highest level of
national recognition for performance excellence that a
US organization can receive. The award promotes
• awareness of performance excellence as an
increasingly important element in US
competitiveness and
• the sharing of successful performance strategies and

information on the benefits of using these strategies.
The President of the United States traditionally presents
the award. The award crystal, composed of two solid
crystal prismatic forms, stands 14 inches tall. El cristal
is held in a base of black anodized aluminum, with the
award recipient»s name engraved on the base. A 22 karat,
gold-plated medallion is captured in the front section
of the crystal. The medal bears the name of the award
and ¸The Quest for Excellence¹ on one side and the
Presidential Seal on the other.
Organizations apply for the award in one of six eligibility
categories: manufacturing, service, small business,
education, health care, and nonprofit. Up to 18 awards
may be given annually across the six categories.
For more information on the award and
the application process, see
http://www.nist.gov/baldrige/apply.cfm .
The Quest for Excellence ®
Official conference of the Malcolm Baldrige National Quality Award

27th Annual Quest for Excellence Conference and
Award Ceremony
April 12–15, 2015
Baltimore Marriott Waterfront, Baltimore, Maryland
28th Annual Quest for Excellence Conference and
Award Ceremony
April 3–6, 2016
Baltimore Marriott Waterfront, Baltimore, Maryland
Each year at The Quest for Excellence, Baldrige Award
recipients share their exceptional performance practices
with leaders of business, education, health care, and
nonprofit organizations and inspire attendees to apply the
insights they gain within their own organizations. Plan to
attend and learn about the recipients' best management
practices and Baldrige journeys, participate in educational
presentations on the Baldrige Excellence Framework, and
network with Baldrige Award recipients and other attendees.
For more information on The Quest for Excellence, see
http://www.nist.gov/baldrige/qe .
Página 68
Baldrige Performance Excellence Program

Created by Congress in 1987, the Baldrige Program
(http://www.nist.gov/baldrige) is managed by the National
Institute of Standards and Technology (NIST), an agency
of the US Department of Commerce. The program helps
The ratio of the Baldrige Program's benefits mercado global

organizations improve
competitivo.
their performance
It is the onlyand
public-private
succeed in the
partnership and Presidential award program dedicated to
for the US economy to its costs is estimated improving US organizations. The program administers the
Presidential Malcolm Baldrige National Quality Award.
In collaboration with the greater Baldrige community,
at 820 to 1 .
we provide organizations with
• a systems approach to achieving organizational
excellence;
99 Baldrige Award
winners serve as national
• organizational self-assessment tools;
• analysis of organizational strengths and opportunities
for improvement by a team of trained experts; y
role models. • educational presentations, conferences, and workshops
on proven best management practices and on using
the Baldrige Excellence Framework to improve.
2010 –2014 award applicants represent
Foundation for the Malcolm Baldrige
537,871 jobs , National Quality Award
The mission of the Baldrige Foundation is to ensure
the long-term financial growth and viability of the
2,520 work sites, over $80 billion in Baldrige Performance Excellence Program and to support
organizational performance excellence in the United States
revenue/budgets, and more than 436 million and throughout the world. To learn more about the Baldrige
Foundation, see http://www.baldrigepe.org/foundation.
customers served.
Alliance for Performance Excellence
The Alliance (http://www.baldrigepe.org/alliance) is a
364 Baldrige examiners volunteered national network of Baldrige-based organizations with a
mission to grow performance excellence in support of a
thriving Baldrige community. Alliance members contribute
roughly $5.5 million
services in 2014.
in
more than $30 million per year in tools, resources, and
expertise to assist organizations on their journey to
excellence. Alliance member programs also serve as
a feeder system for the national Baldrige Award.
State Baldrige-based examiners Sociedad Americana de Calidad

The American Society for Quality (ASQ; http://www.asq.org/)
volunteered around $30 million in assists in administering the award program under contract
services in 2014. to NIST. ASQ's vision is to make quality a global priority, an
organizational imperative, and a personal ethic and, in the
process, to become the community for all who seek quality
concepts, technology, or tools to improve themselves and
their world.
Para más información:

www.nist.gov/baldrige | 301.975.2036 | baldrige@nist.gov
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27/2/2018 2015-2016 Baldrige Excellence Framework (empresa / organización sin fines de lucro)

Programa de Excelencia de Desempeño Baldrige

El programa Baldrige agradece a la Fundación por el Malcolm Baldrige National

ii Acerca del Marco de excelencia de Baldrige

Comentario de categoría y artículo (http://www.nist.gov/baldrige/publications/businessFnonprofitFcriteria.cfm)

Sobre el Marco de Excelencia de Baldrige

El Marco de Excelencia de Baldrige le permite a su organización alcanzar sus metas, mejorar

ii 2015¶2016 Baldrige Excellence Framework

Sobre el Marco de Excelencia de Baldrige iii

Sinceramente, en mi corazón creo eso porque participamos en el programa Baldrige y

iv 2015¶2016 Baldrige Excellence Framework

Cómo usar el Marco de excelencia de Baldrige

Si su organización es grande o pequeña, puede usar el Marco de Excelencia Baldrige para

Si solo estás aprendiendo sobre el marco Baldrige. . .

Si está listo para evaluar su organización usando Baldrige. . .

Cómo usar el Marco de excelencia de Baldrige v

Si estás listo para comentarios externos. . .

vi 2015¶2016 Baldrige Excellence Framework

Criterios para la excelencia en el desempeño

Descripción general y estructura

Criterios para la Descripción de la Excelencia del Desempeño: Una Perspectiva de Sistemas

Liderazgopag Integración RESULTADOS

Medición, análisis y gestión del conocimiento

El sistema Todas las acciones

Criterios para la Descripción y la Estructura de Excelencia en el Desempeño 1

Criterios para la Estructura de Excelencia de Desempeño

Artículos Áreas a abordar

dirección (1) P ¿Cuáles son sus

TENDENCIAS en MEDIDAS CLAVE o INDICADORES de DESEMPEÑOTS financiero , incluyendo medidas agregadas de

Encabezados SEGMENTOS y grupos de CLIENTES , según corresponda En general

2 2015¶2016 Baldrige Excellence Framework

Criterios para la excelencia en el desempeño

Artículos y valores de punto

PAG Organizational ProÄle

P.1 Descripción de la organización

Categorías y artículos Valores puntuales

3.1 Voz del cliente 40

5.1 Entorno de la fuerza de trabajo 40

7.1 Producto y resultados del proceso 120

Criterios para elementos de excelencia de rendimiento y valores de puntos 3

Criterios para la excelencia en el desempeño

Comience con el ProÄle Organizacional

P.1 Descripción organizacional: ¿Cuáles son sus características organizacionales clave?

En su respuesta, responda las siguientes preguntas:

4 Criterios 2015-2016 para la excelencia en el desempeño

P.2 Organizational Situation: What is your organization's strategic situation?

In your response, include answers to the following questions:

6 2015¶2016 Criteria for Performance Excellence

1 Leadership (120 pts.)

In your response, include answers to the following questions:

In your response, include answers to the following questions:

8 2015¶2016 Criteria for Performance Excellence

2 Strategy (85 pts.)

In your response, include answers to the following questions:

10 2015¶2016 Criteria for Performance Excellence

In your response, include answers to the following questions:

12 2015¶2016 Criteria for Performance Excellence

3 Customers (85 pts.)

In your response, include answers to the following questions:

In your response, include answers to the following questions:

(1) Product Offerings H OW do you determine product offerings? H OW do you

14 2015¶2016 Criteria for Performance Excellence

4 Measurement, Analysis, and