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2010 Malcolm Baldrige Award Recipients Comparison

Presentation by Nstor Hernndez

MMP6256 Assessment Tools to Improve Business Prof. Jos Rodriguez Perez

TABLE OF CONTENTS
Introduction Baldrige Criteria for Performance Excellence

Leadership Strategic planning Customer focus Measurement, analysis, and knowledge management Workforce focus Operations focus Results

Conclusion

References

Introduction
A comparison of two 2010 Baldrige Award Recipients is presented in this presentation. Each of the seven criteria's for the recipient of this award was compared and presented to see the different methods that companies use to achieve excellence in their organizations. Two companies were selected in two different sectors in order to understand the different ways the companies utilize to achieve excellence. The two companies selected for the comparison are: Freese and Nichols Inc. (Small Business) MEDRAD (Manufacturing)

 No matter the size or nature of your organization, the

Criteria are a guide in companys journey toward performance excellence.

They can help the organization align resources; improve

communication, productivity, and effectiveness; and achieve strategic goals.

They are simply a set of questions focusing on critical

aspects of management that contribute to performance excellence: Leadership

Strategic planning Customer focus Measurement, analysis, and knowledge management Workforce focus Operations focus

Results

 The Criteria serve two main purposes: Identify Baldrige Award recipients to serve as role
models for other organizations. Help organizations assess their improvement efforts, diagnose their overall performance management system, and identify their strengths and opportunities for improvement

 Freese and Nichols, Inc. (FNI)

has a Management System that has an integrated approach to continuous improvement.

In 1983, an employee team

commissioned by senior leaders established MEDRADs Purpose (vision) and Guiding Principles (values) in the MEDRAD Philosophy to preserve those basic values which we believe have made our company the leader in its field, and an enjoyable place to work... expressed...fo r all to see...for the benefit of our future new employees, for our customers, for our suppliers, for our investors, and for ourselves in the years to come.

Involves the establishment of a

companys mission and vision, strategic planning, deployment of goals and action plans, performance improvement, accountability and recognition of achievements.

 This is a year-long effort that

involves the Board of Directors, the Strategic Planning Team, Group Managers, Account Directors and TEP Leaders in a catch-ball process to develop and deploy plans for the future.

MEDRADs Strategic
Planning Process (SPP) has three time horizons.

Annual planning translates

longer-term plans into an action plan for the coming year and includes identification, prioritization, and resource allocation for Top 12, SATs, and initiatives required to achieve the ten-year vision.

 Identify new product and service

opportunities through the strategic planning process.

Uses several processes to identify

and innovate product or service offerings that meet or exceed customer expectations, attract new customers or expand relationships with existing customers.

ID & Innovate Product or Service Offerings Determine Support Needs & Mechanisms Deploy Support Requirements Build & Manage Relationships Determine Satisfaction & Dissatisfaction Handle Complaints Keep Customer Approaches Current Governance

Enhancements to existing service lines, or the use of new technologies within a service line, typically are identified by the TEP teams. legislation, regulations, technology and service opportunities to identify and implement innovations and enhancements.

These teams continually monitor

 The data and information to track

daily operations, has been established over many years as the information needed to operate and manage a professional consulting practice. The three types of data (client, staff and projects) are maintained in the Integrated Sales System (ISS) databases

Data, information and

knowledge are housed in one of three global, integrated enterprise systems.

MEDRAD developed a reporting

and analysis tool that extends the value of information in accounting systems beyond its use for transactions. 3D accesses data from multiple source systems.

FNI improves its performance

measurement systems annually to reflect changes in strategic measures and new requirements in data segmentation, analysis or reporting.

 The company determine the key

factors that impact employee satisfaction and engagement through surveys and facilitated discussions about survey results at Group meetings.

The GPTW survey is based on

twenty years of research to determine the factors that define the best places to work.

These factors are highly

correlated with workforce engagement and satisfaction, and business performance.

Internal employee opinion survey

(EOS) asks Why do you like working here? What can we do better?

Periodically, include whats

MEDRAD validates these

factors as it implements its global action planning process related to the survey results.

most important to you questions on the survey and regularly participate in external surveys to validate company findings.

Changes in work system design are initiated by the Planning Team as the result of external and internal assessments.

MEDRADs work system is

designed to optimize achievement of its Scorecard Goals by building on existing core competencies and identifying needed competencies.
MEDRAD, INC.
Figure 6.1-3 Key Processes
END-USER CUSTOMER IDENTIFY CUSTOMER NEEDS DEVELOP PRODUCTS & SERVICES PRODUCE PRODUCTS MARKET, SELL, DELIVER & SUPPORT PRODUCTS SERVICES & CUSTOMERS END-USER CUSTOMER

PRIMARY VALUE CREATION PROCESSES Innovation Partners / Suppliers: -Intellectual Property -Know-How -Technology -Materials -Services Portfolio Business Development Attract, Sell and Fulfill Service Customer Support

Channels -Direct -OEM -Contrast -Distributor Stakeholders -Bayer Health Care -Commodity -Regulatory Affairs -Employees

Supply Chain Management Plan, Source, Make, Deliver Product Lifecycle Process

CUSTOMER / PARTNER / SUPPLIER COLLABORATION PRIMARY ENABLING PROCESSES Develop and Deploy Strategy Manage Financial and Physical Assets Attract, Develop and Retain Good Employees Make Information Accessible for Analysis and Decisions Anticipate and Comply with Legal, Regulatory, Environmental Requirements

6.1b2 MEDRAD determines the key requirements for value creation processes through VOC information that feeds the portfolio planning process described in 2.1a2. This process

For example, to ensure that all employees understand the proper evacuation procedure at their building, they are given evacuation direction cards to put with their badges; these cards

 FNIs primary benchmarking

resources for customer, financial and process results are the CEO Conference, the American Council of Engineering Companies and an industry benchmark firm. Product Outcomes Customer-Focused Outcomes Financial and Market Outcomes Workforce-Focused Outcomes Process Effectiveness
Outcomes

Product Outcomes Customer-Focused Outcomes

Financial and Market Outcomes

Workforce-Focused Outcomes Process Effectiveness

Outcomes

Leadership Outcomes

Leadership Outcomes

Conclusion By comparing these two companies that are from two different sectors (small business and manufacturing) we can see that small business like Freese & Nichols depend in their ability to improve their business to be able to deliver a service of excellence. In the other hand, we have a Manufacturing company like MEDRAD that focuses more in their employees, customers, suppliers, investors, and in their leadership to achieve excellence.

References

http://www.baldrige.nist.gov/Contacts_Profile.htm http://www.nist.gov/baldrige/publications/criteria.cfm http://www.medrad.com/en-us/Pages/MEDRADHome.aspx

http://www.freese.com/
http://www.pupr.edu/