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BUSINESS

EXCELLENCE
MODELS
AMARU ARAGÓN
Some models

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MALCOLM
BALDRIDGE
EXCELLENCE
FRAMEWORK

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The Baldrige Criteria for
Performance Excellence
are a framework that
any organization can use
to improve overall
performance

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• For over 20 years, the Baldrige Criteria have
been used by thousands of U.S.
organizations to stay abreast of ever-
increasing competition and to improve
performance.
MALCOLM BALDRIDGE • In today’s business, health care, education,
EXCELLENCE nonprofit, and government environments,
the Criteria help organizations respond to
FRAMEWORK current challenges: openness and
transparency in governance and ethics; the
need to create value for the business and
its customers, patients, or students; and
the challenges of rapid innovation and
capitalizing on knowledge assets.

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EFQM

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NATIONAL
QUALITY AWARD -
PERU

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Leadership (criterion 1),
strategy (criterion 2) and
clients (criterion 3)
constitute the triad of
leadership; which
emphasizes the importance
of leadership in strategies
and clients and how
Leadership Strategy Clients management should identify
future opportunities for the
organization.

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The staff (Criterion 5),
Operations (Criterion 6) and
Results (Criterion 7) define the
triad of the results.
Staff Operations Measurement, Analysis and
Knowledge Management
(Criterion 4) are the backbone of
the system, they are important
for effective management and for
a fact-based system that
improves performance and
competitiveness and link the
Results Measurement, Analysis Leadership (Criterion 1) with the
and Knowledge other criteria and especially with
Management
the Results.
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1. Leadership

• The leadership asks about how senior management guides and sustains
their organization by establishing values, vision and performance
expectations.
• The focus is on how senior management communicates with its workers,
improves personal leadership, participates in organizational learning and
develops future leaders, is action-oriented and establishes an environment
that fosters ethical behavior and high performance. The Criterion also
includes the governance system of your organization, how it complies with
the ethical and legal responsibilities of society and how it supports your key
community.

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2. Strategy

• This criterion addresses the way in which they develop strategic objectives
and action plans, implement them, modify them if circumstances require it
and measure progress.
• The Criterion emphasizes that long-term organizational success and the
competitive environment are key strategic issues that should be an integral
part of your overall planning.
• The implementation of strategic plans are a major challenge, considering
that market demands vary, and disruptive technologies, which requires
being flexible and prepared for unexpected changes. This criterion
emphasizes the need to focus not only on the plans but also on the capacity
to execute them.
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3. Clients

• This criterion asks how the organization engage their clients for long-term
success in the market, including how they hear the customer's voice,
establish relationships with customers and use customer information to
improve and identify innovation opportunities.
• This criterion highlights the client's commitment as an important result of a
general learning strategy. The satisfaction and dissatisfaction results of their
clients provide vital information to understand their clients and the market.
In many cases, the voice of the client provides meaningful information not
only from the perspective of the clients, but also from their behavior in the
market and how this perspective and behavior can contribute to the present
and future success of their organization in the market.
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4. Measurement, Analysis and Knowledge Management

• This criterion is the "brain" for the alignment of its operations with its
strategic objectives. It is the main point within the Criteria for all the key
information on the measurement, analysis and improvement of
performance in an effective way and the management of organizational
knowledge to promote improvement, innovation and organizational
competitiveness. Fundamental to this use of data and information is its
quality, security and availability, as well as the reliability and security of the
hardware and software of its information system. In addition, given that
information, analysis and knowledge management could, by themselves, be
primary sources of competitive advantage and productivity growth, the
Criterion also includes such strategic considerations.

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5. Staff

• This Criterion addresses the practices of key personnel, aimed at creating


and maintaining a high performance environment and the commitment of
their staff to enable them and their organization to adapt to change and be
successful.
• To reinforce the basic alignment of personnel management with the overall
strategy, the Model also includes staff planning as part of overall strategic
planning in the Criterion 2 Strategy.

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6. Operations

• This Criterion asks how you focus on the work, design and delivery of the
product, innovation and operational effectiveness of your organization to
achieve the success of the organization now and in the future.

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7. Results

• The Criterion provides a systems approach that includes all the results
necessary for the sustainability of a company: the key results of the
processes and products, the results centered on the client, the results of the
personnel, the results of the leadership and the Government system. and
general financial performance and in the market.
• This systems approach maintains the purposes of the model: offers of
superior value according to the perspective of its customers and the market,
superior organizational performance, as reflected in its operational
indicators, organizational learning and learning from the staff members.
Criterion 7 provides information (measures of progress) to evaluate, improve
and innovate processes, products and services, in line with its integral
organizational strategy.
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THANKYOU
Amaru Aragón

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