1、20112012,CRITERIA FOR,PERFORMANCEEXCELLENCE,THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD,A Public-Private PartnershipBuilding active partnerships in the public sectorand among theprivate sector and all levels of governmentis fundamental tothe success of the Baldrige Performance Excellence Program ini
2、mproving national competitiveness. Private-sector support for theprogram in the form of funds, volunteer efforts, and participationin public outreach continues to grow.To ensure the continued growth and success of these partnerships,each of the following organizations plays an important role.Foundat
3、ion for the Malcolm BaldrigeNational Quality AwardThe Foundation for the Malcolm Baldrige National QualityAward was created to foster the success of the program. Thefoundations main objective is to raise funds to permanentlyendow the award program.Prominent leaders from U.S. organizations serve as f
4、oundationtrustees to ensure that the foundations objectives are accomplished. A broad cross section of organizations throughout theUnited States provides financial support to the foundation.National Institute of Standardsand TechnologyThe National Institute of Standards and Technology (NIST),an agen
5、cy of the U.S. Department of Commerce, manages theBaldrige Performance Excellence Program. NIST promotesU.S. innovation and industrial competitiveness by advancingmeasurement science, standards, and technology in ways thatenhance economic security and improve our quality of life. NISTcarries out its
6、 mission in four cooperative programs, includingthe Baldrige Performance Excellence Program. The other threeare the NIST laboratories, conducting research that advances thenations technology infrastructure and is needed by U.S. industryto continually improve products and services; the HollingsManufa
7、cturing Extension Partnership, a nationwide networkof local centers offering technical and business assistance tosmaller manufacturers; and the Technology Innovation Program,which provides cost-shared awards to industry, universities, andconsortia for research on potentially revolutionary technologi
8、esthat address critical national and societal needs.American Society for QualityThe American Society for Quality (ASQ) assists in administeringthe award program under contract to NIST. ASQs vision is tomake quality a global priority, an organizational imperative, anda personal ethic and, in the proc
9、ess, to become the communityfor all who seek quality concepts, technology, or tools to improvethemselves and their world.Board of OverseersThe Board of Overseers advises the Department of Commerceon the Baldrige Performance Excellence Program. The board isappointed by the secretary of commerce and c
10、onsists of distinguished leaders from all sectors of the U.S. economy.,The board evaluates all aspects of the program, including theadequacy of the Criteria and processes for determining awardrecipients. An important part of the boards responsibility is toassess how well the program is serving the n
11、ational interest and, asneeded, recommend changes and improvements to the secretaryof commerce and to the director of NIST.Board of ExaminersThe Board of Examiners evaluates award applications and preparesfeedback reports. The Panel of Judges, part of the Board ofExaminers, makes award recommendatio
12、ns to the director ofNIST. The board consists of leading experts from U.S. businessesand education, health care, and nonprofit organizations. NISTselects members through a competitive application process. Thecurrent board consists of more than 575 members. Of these, 12(who are appointed by the secre
13、tary of commerce) serve as judges,and approximately 90 serve as senior examiners. All members ofthe board must take part in an Examiner Preparation Course.Board members also play a significant role in sharing informationabout the program. Their membership in hundreds of professional, trade, communit
14、y, and state organizations helps themdisseminate this information.Award RecipientsAward recipients are required to share information on theirsuccessful performance strategies with other U.S. organizations.However, recipients are not required to share proprietary information, even if such information
15、 was part of their award application.The principal mechanism for sharing information is The Quest forExcellence Conference, held annually. Two regional conferencesare also held annually to offer additional forums for sharing theapplicants best practices.For more than 20 years, award recipients have
16、demonstrated theircommitment to improving U.S. competitiveness and furtheringthe U.S. pursuit of performance excellence by also generouslysharing information with hundreds of thousands of companies,education organizations, health care organizations, governmentagencies, nonprofit organizations, and o
17、thers. This sharing farexceeds expectations and program requirements. These effortshave encouraged many other organizations in all sectors of theU.S. economy to undertake their own performance improvementefforts.The Alliance for Performance ExcellenceThe Alliance for Performance Excellence (http:/ww
18、w.baldrigepe.org/alliance), a nonprofit national network, aims to enhance thesuccess and sustainability of its member Baldrige-based programs.The Alliances member organizations promote the use of theBaldrige Criteria; disseminate information on the Baldrige Awardprocess and Baldrige concepts; serve
19、as a feeder system for thenational program, providing a significant number of examinersand award applicants; network with the Baldrige PerformanceExcellence Program and each other; and receive and use theBaldrige Criteria for Performance Excellence and other programand training materials from the na
20、tional program.,Baldrige Performance Excellence ProgramNATIONAL INSTITUTE OF STANDARDS AND TECHNOLOGY DEPARTMENT OF COMMERCE,To:From:Subject:,U.S. OrganizationsHarry S. Hertz, DirectorBaldrige Performance Excellence ProgramWhy Is Baldrige Important for You Now?,Because the Baldrige Criteria for Perf
21、ormance Excellence are about you! Because they are about survival and sustainabilityin your marketplace with a high-performing, high-integrity organization. Because the Baldrige Criteria ask you all theright questions.Is addressing all the Baldrige Criteria easy? No! But neither is achieving sustain
22、able results in todays challenging environment.Will the Criteria help you think and act strategically? Yes. Will they help you align your processes and your resources? Yes.Will they help you engage your workforce and your customers? Yes. Are these worthwhile goals? You decide.Whether your organizati
23、on is small or large; is involved in service, manufacturing, government, or nonprofit work; and hasone location or sites across the globe, the Criteria provide a valuable framework that can help you plan, perform, and measureresults in an uncertain environment. The Criteria can help you decide on to
24、ols such as ISO 9000, Lean, a Balanced Scorecard,and Six Sigma.How to begin that first Baldrige assessment? Take a few minutes and scan the questions in the Organizational Profile onpages 46. A discussion of the answers to these questions might be your first Baldrige assessment. For additional guida
25、nce,refer to our free booklet Your Guide to Performance Excellence.Do you need to know what your employees and your senior leaders think? Or do you believe you have been making progressbut want to accelerate or better focus your efforts? Try using our simple Are We Making Progress? and Are We Making
26、 Progressas Leaders? questionnaires. Organized by the seven Baldrige Criteria categories, they will help you check your progress onorganizational goals and can improve communication among your workforce members and your leadership team.Even if you dont expect to receive the Baldrige Award, submittin
27、g an award application has valuable benefits. Every applicantreceives a detailed feedback report based on a rigorous evaluation conducted by a panel of specially trained experts.The Criteria are in your hands . . . so is an incredible opportunity. Why not take advantage of that opportunity? When you
28、turn these pages, you turn the corner toward performance excellence. If you want more information, please contact me atbaldrigenist.gov.NEED SOME USEFUL TOOLS TO BEGIN THE BALDRIGE CHALLENGE? TRY USING GETTING STARTED WITH THE BALDRIGE CRITERIA, AVAILABLE ON OUR WEB SITE AT HTTP:/WWW.NIST.GOV/BALDRI
29、GE/ENTER/SELF_STARTED.CFm EASYINSIGHT: TAKE A FIRST STEP TOWARD A BALDRIGE SELF-ASSESSMENT, AVAILABLE AT HTTP:/WWW.NIST.GOV/BALDRIGE/PUBLICATIONS/EASY_INSIGHT.CFm ARE WE MAKING PROGRESS? AND ARE WE MAKING PROGRESS AS LEADERS?AVAILABLE AT HTTP:/WWW.NIST.GOV/BALDRIGE/PUBLICATIONS/PROGRESS.CFm OPTIONAL
30、 SELF-ANALYSIS WORKSHEET (WORD fiLE TO DOWNLOAD), AVAILABLE AT HTTP:/WWW.NIST.GOV/BALDRIGE/PUBLICATIONS/BUSINESS_NONPROfiT_CRITERIA.CFm BESIDES USING THESE RESOURCES FROM THE BALDRIGE PERFORMANCE EXCELLENCE PROGRAM, VISITHTTP:/WWW.BALDRIGEPE.ORG/ALLIANCe TO GET SUPPORT FROM BALDRIGE-BASED PROGRAMS I
31、N YOUR STATE OR LOCAL AREA.BALDRIGE PERFORMANCE EXCELLENCE PROGRAM NIST ADMINISTRATION BUILDING, ROOM A600 100 BUREAU DRIVE, STOP 1020 GAITHERSBURG, MD 20899-1020 TELEPHONE: (301) 975-2036 FAX: (301) 948-3716 E-MAIL: BALDRIGENIST.GOV WEB SITE: HTTP:/WWW.NIST.GOV/BALDRIGE,ii,THE QUEST FOR EXCELLENCET
32、HE 23RD AND 24TH ANNUAL Quest for Excellence CONFERENCES Each year, The Quest for Excellence, the official conference of the Malcolm Baldrige National Quality Award,provides a forum for Baldrige Award recipients to sharetheir exceptional performance practices with worldwideleaders in business, educa
33、tion, health care, and nonprofitorganizations. The 23rd Quest for Excellence willshowcase the year 2010 award recipients, and the 24thAnnual Quest for Excellence will feature the year 2011award recipients.Since 1988, executives, managers, and other leaders havecome to this conference to learn how th
34、ese role-modelorganizations have achieved performance excellence.Chief executive officers (CEOs) and other leaders fromthe award recipient organizations give presentationscovering all seven categories of the Baldrige Criteria,their journey to performance excellence, and theirlessons learned. At this
35、 three-day conference designedto maximize learning and networking opportunities,attendees will be able to interact with award recipients.The conferences will be held April 36, 2011, at theMarriott Wardman Park Hotel in Washington, D.C.,and April 1518, 2012, at the same location. Forfurther informati
36、on, contact the Baldrige Program bymail: Baldrige Performance Excellence Program, NIST,Administration Building, Room A600, 100 BureauDrive, Stop 1020, Gaithersburg, MD 20899-1020; telephone: (301) 975-2036; fax: (301) 948-3716; or e-mail:baldrigenist.gov. For a general overview of the BaldrigePerfor
37、mance Excellence Program, visit the Baldrige Website: http:/www.nist.gov/baldrige.THE MALCOLM BALDRIGENATIONAL QUALITY AWARD,The President of the United States traditionally presents theaward at a special ceremony in Washington, D.C. The awardcrystal, composed of two solid crystal prismatic forms, s
38、tands14 inches tall. The crystal is held in a base of black anodizedaluminum, with the award recipients name engraved on thebase. A 22-karat gold-plated medallion is captured in the frontsection of the crystal. The medallion bears the name of theaward and “The Quest for Excellence” on one side and t
39、hePresidential Seal on the other.,CRYSTAL BY STEUBEN,THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD LOGO AND THE PHRASES “THE QUEST FOR EXCELLENCE” AND “PERFORMANCE EXCELLENCE” ARE TRADEMARKS AND SERVICE MARKS OF THE NATIONAL INSTITUTE OF STANDARDS AND TECHNOLOGY. 20112012 CRITERIA FOR PERFORMANCE EXCE
40、LLENCE,1,3,4,4,7,16,27,29,34,49,55,68,69,71,72,73,74,CONTENTS,THE 20112012 CRITERIA FOR PERFORMANCE EXCELLENCECriteria for Performance Excellence FrameworkCriteria for Performance ExcellenceItem ListingCriteria for Performance ExcellencePreface: Organizational Profile1 Leadership,1013182123,2 Strate
41、gic Planning3 Customer Focus4 Measurement, Analysis, and Knowledge Management5 Workforce Focus6 Operations Focus7 Results,ABOUT THE CRITERIAChanges from the 20092010 CriteriaCriteria Response GuidelinesCategory and Item DescriptionsCore Values and ConceptsKey Characteristics of the Criteria,56,Gloss
42、ary of Key Terms,Scoring,66,Scoring System,Process Scoring GuidelinesResults Scoring GuidelinesAPPLICATION INFORMATIONApplying for the Malcolm Baldrige National Quality AwardFees for the 2011 and 2012 Award CyclesSummary of Eligibility RequirementsHow to Obtain Baldrige Performance Excellence Progra
43、m Materials,76,Index of Key Terms,EDUCATION AND HEALTH CARE ORGANIZATIONS SHOULD USE THE APPROPRIATE CRITERIA BOOKLETS FOR THEIR RESPECTIVE SECTORS. SEE PAGES 7475 FOR ORDERING INFORMATION. IF YOU PLAN TO APPLY FOR THE AWARD IN 2011 OR 2012, YOU ALSO WILL NEED THE BALDRIGE AWARD APPLICATIONFORMS, WH
44、ICH CAN BE DOWNLOADED AT HTTP:/WWW.NIST.GOV/BALDRIGE/PUBLICATIONS/AWARD_APPLICATION.CFM. THE AWARD APPLICATION PROCESS CONSISTS OF TWO STEPS: THE fiRST IS TO PROVIDE A COMPLETED ELIGIBILITY CERTIfiCATION PACKAGE, AND THE SECOND IS TO SUBMIT A COMPLETED AWARD APPLICATION PACKAGE. SEE PAGES 7173 FOR D
45、UE DATES AND OTHER INFORMATION. WE ARE EASY TO REACH. OUR WEB SITE IS HTTP:/WWW.NIST.GOV/BALDRIGE.,CONTENTS,III,iv,Baldrige CRITERIA FOR PERFORMANCE EXCELLENCE FRAMEWORKA SYSTEMS PERSPECTIVEOrganizational Profile:Environment, Relationships, and Strategic Situation,1Leadership,2StrategicPlanning3Cust
46、omerFocus,5WorkforceFocus6OperationsFocus,7Results,4Measurement, Analysis, and Knowledge Management20112012 CRITERIA FOR PERFORMANCE EXCELLENCE,1,CRITERIA FOR PERFORMANCE EXCELLENCE FRAMEWORK,The requirements of the Criteria for Performance Excellenceare embodied in seven categories, as follows:1 LE
47、ADERSHIP2 STRATEGIC PLANNING3 CUSTOMER FOCUS4 MEASUREMENT, ANALYSIS, AND KNOWLEDGEMANAGEMENT 5 WORKFORCE FOCUS 6 OPERATIONS FOCUS 7 RESULTS The figure on page iv provides the framework connecting andintegrating the categories.From top to bottom, the framework has the followingbasic elements.ORGANIZA
48、TIONAL PROfiLEYour Organizational Profile (top of figure) sets the context forthe way your organization operates. Your organizations environment, key working relationships, and strategic situationincluding competitive environment, strategic challenges andadvantages, and performance improvement syste
49、mserveas an overarching guide for your organizational performancemanagement system.Performance SystemThe performance system is composed of the six Baldrigecategories in the center of the figure that define your processesand the results you achieve.Leadership (category 1), Strategic Planning (categor
50、y 2),and Customer Focus (category 3) represent the leadershiptriad. These categories are placed together to emphasize theimportance of a leadership focus on strategy and customers.Senior leaders set your organizational direction and seek futureopportunities for your organization.CRITERIA FOR PERFORMANCE EXCELLENCE FRAMEWORK,
