'For us at SSM Health Care, Baldrige has provided three essential things: a focus, a framework, and discipline. We now focus on the things that matter most to our patients. We look at our organization through the broad framework of Baldrige. And we have the discipline to stop doing things just because we've always done them. This book will be an enormous help to organizations that re truly interested in improving the work they do. It is an outstanding resource for any organization that is pursuing performance excellence' - Sister Mary Jean Ryan, FSM, President/CEO SSM Health Care.'"The Baldrige User's Guide" provides helpful information for diagnosing and improving organization regardless of your level of experience with the criteria. Whether you are just starting out or are a seasoned leader or practitioner this book provides explanations, methods, and real-life examples to help you make improvements that will move your organization towards world class performance levels' - Debbie Collard, Director, Program Management and Business Excellence Boeing IDS.'Quality New Mexico endorses the "Baldrige User's Guide".
Through their book John Vineyard and John Latham have made the Baldrirge criteria understandable to the novice. Quality New Mexico has used it as a reference in its development of workshops and materials' - Julia Gabaldon, President/CEO Quality New Mexico. 'This book gives leaders a systematic tool to design their approach to performance excellence. It gives a visual step-by-step understanding of the relationships within one of the most successful business models of our time' - David Branch, Chairman/President Branch-Smith Printing, 2002 Baldrige Winner.'"Organizational Diagnosis, Design, and Transformation" applies a process approach toward understanding the application of Baldrige criteria on any type and size organization in a non-threatening manner. The use of examples and worksheets throughout makes this a practical tool and brings the criteria to life. Mr. Vinyard and Dr. Latham are leaders who have written a hands-on text for leaders' - Steven Hoisington, Vice President, Quality and Reliability, Electro-Motive Diesels, Inc. 'I would have very much appreciated this book during our Baldrige journey. I encourage you to use it to accelerate your journey.
You will find it incredibly rewarding!' - David Spong, President, Boeing Aerospace Support (retired).
Table of Contents:
Foreword. Acknowledgements.
About the Authors.
Monfort Institute.
Introduction to Performance Excellence.
Part I: Four Dimensions of Performance Excellence.
The Organization Context.
Design Principles.
The Organization System.
Maturity Models.
Part II: Profile, Processes, and Results.
Profile
Organizational Environment (P.1a)
Organizational Relationships (P.1b)
Competitive Relationships (P.1b)
Strategic Context (P.2b)
Performance Improvement System (P.2c)
Leadership.
Vision and Values (1.1a)
Communication and Organization Performance (1.1b)
Organizational Governance (1.2a)
Legal and Ethical Behavior (1.2b)
Support of Key Communities (1.2c)
Strategic Planning.
Strategy Development Process (2.1a)
Strategic Objectives (2.1b)
Action Plan Development and Deployment (2.2a)
Performance Projections (2.2b)
Customer and Market Focus.
Customer and Market Knowledge (3.1a)
Customer Relationship Building (3.2a)
Customer Satisfaction Determination (3.2b)
Measurement, Analysis, and Knowledge Management.
Performance Measurement (4.1a)
Performance Analysis, Review, and Improvement (4.1b)
Management of Information Resources (4.2a)
Data, Information, and Knowledge Management (4.2b)
Workforce Focus.
Workforce Enrichment (5.1a)
Workforce and Leader Development (5.1b)
Assessment of Workforce Engagement (5.1c)
Workforce Capability and Capacity (5.2a)
Workforce Climate (5.2b)
Process Management.
Core Competencies (6.1a)
Work Process- Design (6.1b)
Emergency Readiness (6.1c)
Work Process Management (6.2a)
Work Process Improvement (6.2b)
Results.
Product and Service Results (7.1a)
Customer-Focused Results (7.2a)
Financial and Market Results (7.3a)
Workforce Results (7.4a)
Process Effectiveness Results (7.5a)
Leadership and Social Responsibility Results (7.6a)
Part III: The Journey.
Glossary.
References.
About the Author :
John Latham, PhD is the Director of the Monfort Institute and a Monfort Executive Professor of Management, Monfort College of Business at the University of Northern Colorado. he is also a managing partner and co-founder of Genitect, LLC an organization diagnosis, design, and transformation firm with offices in Atlanta and Colorado Springs. An International management consultant and organization architect he specializes in the assessment and redesign of business systems to achieve sustainable results for multiple stakeholders. Some of his clients have included Boeing, British Airways, Kawasaki, Lockheed Martin, Motorola, Pro-Tec Coating Company, Ritz Carlton Hotel Company, and TATA Sons Ltd. (India). John has served on the Malcolm Baldrige National Quality Award Board of Examiners for nine years from 1996-2005. As a senior examiner and leader for the program he led the evaluations of some of the nation's highest performing companies including leading site visits in 2000 and 2001. John Vinyard is a Managing Partner and Co-Founder of GENITECT, LLC an organization diagnosis, design, and transformation firm with offices in Atlanta and Colorado Springs. He specializes in working with leadership teams to help transform their organizations. John has worked with 5 Baldrige recipients throughout their journey, and has helped them use the Baldrige Model to significantly impact their bottom-line results. Some of John's clients have included: Boeing Airlift & Tanker, and Corning Telecommunications Products Division. John served on the Malcolm Baldrige National Quality Award Board of Examiners for six years from 1991 to 1996. Since that time he has helped the Baldrige Program as an Alumni Examiner, (Headed the Alumni Examiner Program), head of case study writing teams, and has facilitated examiner training.
