2012

Baldrige
Performance Excellence
Program

CRITERIA FOR PERFORMANCE

EXCELLENCE

2012

Seven Categories of the

Business/Nonprofit Criteria

Leadership
Strategic Planning
Customer Focus
Measurement, Analysis, and
Knowledge Management
Workforce Focus
Operations Focus
Results

Baldrige Performance Excellence Program | www.nist.gov/baldrige

The Role of Core Values and

Concepts

2012

Core Values and Concepts

Visionary leadership

Customer-driven excellence

Organizational and personal learning

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

Core Values and Concepts

Valuing workforce members and partners

Agility

Focus on the future

Managing for innovation

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

Core Values and Concepts

Management by fact

Societal responsibility

Focus on results and creating value

Systems perspective

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

Baldrige Criteria Framework:

A Systems Perspective

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Item
Format

2012

Item
number

Basic item
requirements (in
item title)

Item
title

Item point
value
Type of
information to
provide in
response

Overall item
requirements (specific
topics to address)

Areas to
address

Subheads
summarizing
multiple
requirements
Item
notes

Baldrige Performance Excellence Program | www.nist.gov/baldrige

Multiple
requirements
(individual
Criteria
questions)

2012

Item Format

Item notes have the

following purposes:
clarify key terms and
requirements
give instructions
indicate/clarify
important linkages

Nonprofit-specific item
note (in italics)

Location of item
description

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

Steps Toward Mature

Processes

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

An Analogy
for
Learning:
From
Fighting
Fires to
Innovation

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

Organizational Profile
P.1 Organizational Description
P.2 Organizational Situation

Starting point for self-assessment and

application preparation
Basis for early action planning

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

Category Point Values

1
2
3
4

Leadership 120
Strategic Planning
85
Customer Focus
85
Measurement, Analysis, and
Knowledge Management 90
5 Workforce Focus
85
6 Operations Focus 85
7 Results 450
TOTAL POINTS
1,000
Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

1. Leadership (120 pts.)

Senior leaders actions, organizational governance,
and societal responsibilities
1.1 Senior Leadership (70 pts.)
1.2 Governance and Societal Responsibilities (50 pts.)

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

2. Strategic Planning (85

pts.)
Strategic and action planning, and
implementation of plans
2.1 Strategy Development (40 pts.)
2.2 Strategy Implementation (45 pts.)

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

3. Customer Focus (85

pts.)
How an organization listens to the voice of the
customer and engages its customers
3.1 Voice of the Customer (45 pts.)
3.2 Customer Engagement (40 pts.)

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

4. Measurement, Analysis,
and Knowledge
Management (90 pts.)

Analysis, review, and improvement of organizational

performance
Management of information, knowledge, and
information technology
4.1 Measurement, Analysis, and Improvement of
Organizational Performance (45 pts.)
4.2 Management of Information, Knowledge, and
Information Technology (45 pts.)

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

5. Workforce Focus (85

pts.)
How an organization builds an effective workforce
environment and engages, develops, and manages
its workforce
5.1 Workforce Environment (40 pts.)
5.2 Workforce Engagement (45 pts.)

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

6. Operations Focus (85

pts.)
How an organization designs, manages, and
improves its work systems and work processes and
prepares for emergencies
6.1 Work Systems (45 pts.)
6.2 Work Processes (40 pts.)

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

7. Results (450 pts.)

Performance and improvement in all key areas
Current performance levels, trends, and
comparative data
7.1 Product and Process Outcomes (120 pts.)
7.2 Customer-Focused Outcomes (90 pts.)
7.3 Workforce-Focused Outcomes (80 pts.)
7.4 Leadership and Governance Outcomes (80 pts.)
7.5 Financial and Market Outcomes (80 pts.)

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

2010 Baldrige Award Winners in Business/Nonprofit

Sector
Since 2003, Baldrige has improved MEDRAD in so many
different dimensions. Its all about continuous improvement.
By embracing all of the key dimensions of Baldrige, the
company has doubled in size this year as a business of
Bayer Health Care. We are $690 million in revenue, as of the
end of 2010.
Samuel Liang, President and CEO, MEDRAD
We call it eating our own cooking. when you teach it, you
also have to do it. That's why the Baldrige journey was so
important to us. we had so many of our clients win the
Baldrige [Award], and apply for the Baldrige [Award], and we
felt that we needed to also be on this journey with it.
Quint Studer, Founder and CEO, Studer Group
Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

2010 Baldrige Award Winners in Business/Nonprofit

Sector

The Baldrige opportunity, on its own, was a way for us

to get a very disciplined, external perspective, an
examination of our business, of how we manage our
business. Thats a very valuable thing. I cant
imagine what youd have to pay a consultant to do that.
Its been a terrific journey.
Patrick McGinnis, President and CEO, Nestl Purina
Pet Care Co.

Baldrige Performance Excellence Program | www.nist.gov/baldrige

2012

2010 Baldrige Award Winners in

Business/Nonprofit Sector
When you look at the Baldrige Criteria, what a great road map
to say if you can do the things in all these categories and do
them well, youre going to be a well-run company.
Robert F. Pence, President and CEO, Freese and Nichols
Inc.
Personally I measure [success] by are we achieving excellence.
And, of course, being a Baldrige [Award] recipient is probably
the ultimate validation of that. But I dont focus primarily on
profitability or growth. I focus on are we achieving excellence.
And the means we use to do that is delighting every guest that
walks in our door.
Ken Shiller, Co-Owner and Cofounder of K&N Management
Baldrige Performance Excellence Program | www.nist.gov/baldrige

THANK YOU