2010 malcolm baldrige award recipients comparison

8/2/2019 2010 Malcolm Baldrige Award Recipients Comparison

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2010Malcolm Baldrige Award

Recipients Comparison

Presentation by Nstor Hernndez

VS

MMP6256

Assessment Tools to Improve Business

Prof.

Jos

Rodriguez Perez


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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


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Introduction

A comparison of two 2010 Baldrige Award Recipients is presented inthis presentation. Each of the seven criteria's for the recipient of thisaward was compared and presented to see the different methods that

companies use to achieve excellence in their organizations. Twocompanies were selected in two different sectors in order tounderstand the different ways the companies utilize to achieveexcellence. The two companies selected for the comparison are:

Freese and Nichols Inc. (Small Business)

MEDRAD (Manufacturing)


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No matter the size or nature of your organization, theCriteria are a guide in companysjourney toward

performance excellence. They can help the organization align resources; improve

communication, productivity, and effectiveness; andachieve strategic goals.

They are simply a set of questions focusing on critical

aspects of management that contribute to performanceexcellence:

Leadership

Strategic planning

Customer focus Measurement, analysis, and knowledge management

Workforce focus

Operations focus

Results


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The Criteria serve two main purposes:

Identify Baldrige Award recipients to serve as rolemodels for other organizations.

Help organizations assess their improvementefforts, diagnose their overall performancemanagement system, and identify theirstrengths and opportunities for improvement


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Freese and Nichols, Inc. (FNI)has a Management System thathas an integrated approach tocontinuous improvement.

Involves the establishment of acompanys mission and vision,strategic planning, deploymentof goals and action plans,performance improvement,

accountability and recognition ofachievements.

In 1983, an employee teamcommissioned by seniorleaders established MEDRADsPurpose (vision) and Guiding

Principles (values) in theMEDRAD Philosophy topreserve those basic valueswhich we believe have madeour company the leader in its field,and an enjoyableplace to work... expressed...fo

r all to see...for the benefitof our future new employees, forour customers, for our suppliers,for our investors, and forourselves in the years to come.


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This is a year-long effort thatinvolves the Board of Directors,the Strategic Planning Team,Group Managers, AccountDirectors and TEP Leaders in acatch-ball process to developand deploy plans for the future.

MEDRADs StrategicPlanning Process (SPP) hasthree time horizons.

Annual planning translateslonger-term plans into an actionplan for the coming year andincludes identification,prioritization, and resourceallocation for Top 12, SATs, and

initiatives required to achievethe ten-year vision.


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Identify new product and serviceopportunities through thestrategic planning process.

Enhancements to existingservice lines, or the use of newtechnologies within a serviceline, typically are identified bythe TEP teams.

These teams continually monitor

legislation, regulations,technology and serviceopportunities to identify andimplement innovations andenhancements.

Uses several processes to identifyand innovate product or serviceofferings that meet or exceedcustomer expectations, attractnew customers or expand

relationships with existingcustomers. ID & Innovate Product or Service

Offerings

Determine Support Needs &Mechanisms

Deploy Support Requirements

Build & ManageRelationships

Determine Satisfaction& Dissatisfaction

Handle Complaints

Keep Customer Approaches Current

Governance


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The data and information to trackdaily operations, has beenestablished over many years asthe information needed to operateand manage a professional

consulting practice. The threetypes of data (client, staff andprojects) are maintained in theIntegrated Sales System (ISS)databases

FNI improves its performancemeasurement systems annually to

reflect changes in strategicmeasures and new requirementsin data segmentation, analysis orreporting.

Data, information andknowledge are housed in one ofthree global, integratedenterprise systems.

MEDRAD developed a reportingand analysis tool that extendsthe value of information inaccounting systems beyond itsuse for transactions. 3D

accesses data from multiplesource systems.


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The company determine the keyfactors that impact employeesatisfaction and engagementthrough surveys and facilitated

discussions about survey resultsat Group meetings.

Internal employee opinion survey(EOS) asks

Why do you like working here?

What can we do better?

Periodically, include whatsmost important to youquestions on the survey andregularly participate in externalsurveys to validate companyfindings.

The GPTW survey is based ontwenty years of research todetermine the factors that definethe best places to work.

These factors are highlycorrelated with workforceengagement and satisfaction,and business performance.

MEDRAD validates thesefactors as it implements itsglobal action planning processrelated to the survey results.


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MEDRADs work system isdesigned to optimizeachievement of its ScorecardGoals by building on existing

core competencies andidentifying neededcompetencies.

Changes in work system design areinitiated by the Planning Team as theresult of external and internal

assessments.

. .

END-USERCUSTOMER

IDENTIFYCUSTOMER

NEEDS

DEVELOPPRODUCTS

& SERVICES

PRODUCE

PRODUCTS

MARKET, SELL, DELIVER& SUPPORT PRODUCTS

SERVICES & CUSTOMERS

END-USER

CUSTOMER

PRIMARY VALUE CREATION PROCESSES

Innovation Business Development Attract, Sell and Fulfill Service

PortfolioSupply Chain Management

Plan, Source, Make, DeliverCustomer Support

CUSTOMER / PARTNER / SUPPLIER COLLABORATION

PRIMARY ENABLING PROCESSES

Partners /Suppliers:

-IntellectualProperty

-Know-How

-Technology

-Materials

-Services

Anticipate and Comply with Legal, Regulatory, Environmental Requirements

Attract, Develop and Retain Good Employees

Make Information Accessible for Analysis and Decisions

Manage Financial and Physical Assets

Develop and Deploy Strategy

Channels

-Direct

-OEM

-Contrast

-Distributor

Stakeholders

-BayerHealth Care

-Commodity

-RegulatoryAffairs

-Employees

Product Lifecycle Process


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FNIs primary benchmarkingresources for customer, financialand process results are theCEO Conference, the American

Council of EngineeringCompanies and an industrybenchmark firm.

Product Outcomes

Customer-Focused Outcomes

Financial and Market Outcomes Workforce-Focused Outcomes

Process EffectivenessOutcomes

Leadership Outcomes

Product Outcomes

Customer-Focused Outcomes

Financial and Market Outcomes

Workforce-Focused Outcomes

Process EffectivenessOutcomes

Leadership Outcomes


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Conclusion

By comparing these two companies that are from twodifferent sectors (small business and manufacturing) wecan see that small business like Freese & Nicholsdepend in their ability to improve their business to beable to deliver a service of excellence. In the otherhand, we have a Manufacturing company like MEDRADthat focuses more in their employees, customers,suppliers, investors, and in their leadership to achieve

excellence.


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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/

2010 malcolm baldrige award recipients comparison

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