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Bill Denney, CEO Quality Texas, represented American Society for Quality at the recently concluded 'Excellence: the Future of Business' in Dubai.He presented his topic 'Defining Excellence An Overview of Frameworks And Their Value' on Day3Event was jointly hosted by ASQ and the Dubai Quality Group.http://www.facebook.com/DubaiQualityGroup
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Defining Excellence
An Overview of Frameworks
And Their Value
William (Bill) Denney Ph.D.
CEO, The Quality Texas Foundation
www.texas-quality.org
Quality Management Division
Healthcare Division
Theme Of This Presentation
There’s value in using a framework
to drive improvement
There are several frameworks
from which to choose
Agenda
• About Quality Texas
• Why Excellence Frameworks
• Do They Provide Value
• Some Frameworks
– Baldrige
– Australia
– Europe/Dubai
• Commonalities
• Difficulty / Time Commitment
• Conclusions
The Quality Texas Foundation
WHO WE ARE
(What We Want The World To Know)
The Quality Texas Foundation helps
businesses, hospitals, schools,
government agencies and non-profits
improve performance. We educate,
train, assess, provide feedback and
recognize organizations committed to
a journey of excellence. Quality Texas
encourages use of the Baldrige
Criteria for Performance Excellence
and other methods that drive efficiency
and effectiveness. Our work saves
jobs, improves communities and
creates a stronger state and nation,
and ultimately a better world for
mankind
VISION
(What We're Striving To Do)
By helping our customers develop
successful organizations, we improve
our communities, our state, our
country, and our world.
MISSION
(Why We Exist)
We help create excellent businesses,
hospitals and schools by sharing
knowledge about the Baldrige process
and other methods that drive
organizational efficiency, effectiveness
and sustainability.
By the way, there
is an award
How We Measure Ourselves
“Your examiners did an awesome job! I want to thank you again for „shaking up our apple cart‟
and pushing us to a higher level. This is an incredible process and I have learned so much
about our organization, thanks to your direction.”
Jerri Garison
President
Baylor Regional Medical Center Plano
“The Quality Texas process gave us the opportunity to fine tune every aspect of our operation.”
Ken Schiller
Co-Owner
K&N Management
“Raytheon APC‟s work and relationship with the Quality Texas organization over the years,
utilizing the Quality Texas evaluation and feedback process, has enabled APC to realize
significant improvement across the enterprise.”
James Klein
General Manager
Raytheon APC
How Others May Measure Us
14
8
8
5
5
AK
HI
8
5
5
91 Baldrige Awards – 15% In Texas
Why Excellence Frameworks
“I see the Baldrige process as a powerful set of
mechanisms for disciplined people engaged in
disciplined thought and taking disciplined action
to create great organizations that produce
exceptional results.”Jim Collins
Author, Good To Great
Do They Provide Value – QTF Analysis
Do They Provide Value – QTF Analysis
Do They Provide Value – QTF Analysis
Do They Provide ValueKevin Hendricks & Vinod Singhal Study
Do They Provide ValueMaria Alemeida & Victor Frias - 2011
“International Quality Awards and Excellence
Quality Models Around The World; A
Multidimensional Analysis”
Excellence models bring structure to the
deployment of TQM and help bridge geographical
and cultural differences.
Baldrige Excellence Framework
Australian Excellence Framework
EFQM/Dubai Excellence Model
Common Requirements
Baldrige
1. Leadership
2. Strategic Planning
3. Customer & Market
Focus
4. Measurement,
Analysis &
Knowledge
Management
5. Workforce Focus
6. Process
Management
7. Business Results
Australia
1. Leadership
2. Customer & Market
Focus
3. Strategy & Planning
4. People,
5. Information &
Knowledge
6. Process
Management,
Improvement &
Innovation
7. Success &
Sustainability
EFQM/Dubai
1. Leadership
2. Strategy
3. People
4. Processes, Products
& Resources
5. Processes
6. Customer Results
7. People Results
8. Society Results
9. Key Results
Common Values
BALDRIGE CORE
CONCEPTS
1. Visionary leadership
2. Customer-driven
excellence
3. Organizational and
personal learning
4. Valuing employees and
partners
5. Agility
6. Focus on the future
7. Managing for innovation
8. Management by fact
9. Social responsibility
10. Focus on results and
creating value
11. Systems perspective
AUSTRALIAN BUSINESS
PRINCIPLES
1. Lead by example, provide clear
direction, build organizational
alignment and focus on sustainable
achievement of goals.
2. Understand what markets and
customers value, now and into the
future, and use this to drive
organizational design, strategy,
products and services.
3. Continuously improve the system.
4. Develop and value people’s capability
and release their skills,
resourcefulness and creativity to
change and improve the organization.
5. Develop agility, adaptability and
responsiveness based on a culture of
continual improvement, innovation
and learning.
6. Improve performance through the use
of data, information and knowledge to
understand variability and to improve
strategic and operational decision-
making.
7. Behave in an ethically, socially and
environmentally responsible manner.
8. Focus on sustainable results, value
and outcomes.
EFQM FUNDAMENTAL
CONCEPTS
1. Results Orientation
2. Customer Focus
3. Leadership and
Constancy of Purpose
4. Management by
Processes and Facts
5. People Development
and Involvement
6. Continuous Learning,
Innovation and
Improvement
7. Partnership
Development
8. Corporate Social
Responsibility
WHY AS INDIVIDUALS, A CITY, REGION,
COUNTRY WE WANT TO PROMOTE THIS
Other Commonalities
• A disciplined approach
• Systemic
• Systematic
• Engage customers and staff
• Results focused
• Non-Proscriptive
• A proven method
How Difficult Is It
“It’s easy, it’s free, and it works.”Dale Crownover
Two-time Baldrige Recipient
"We have not to risk the adventure alone, for the
heroes of al time have gone before us. The
labyrinth is thoroughly known. We have only to
follow the thread of the hero path." Joseph Campbell
American Academic
Stage 4“Sustain”
Continued improvement
as methodologies are
embedded into the
organization’s culture
Stage 2“Traction”
Alignment of
projects to strategy;
Focus on leadership
and management
processes
Stage 0“Reaction”
Regulatory and
external
compliance
only
How Long Does It TakeP
rog
ress
& A
sse
ssm
en
t S
core
Stage 1“Projects”
Project mentality,
characterized by
various tactical
improvement
activities
Stage 3“Integration”
Clear linkage of
process management
and improvement
to operational results
– OR Give up on the process
– OR Decline, as the organization losesdiscipline and changes course
Time~ 4 – 10 Years
?
TypicalFramework Start
Awardstatus
Copyright: Mass General
Center for Performance Excellence
Conclusions
There’s value in using a framework
to drive improvement
There are several frameworks
from which to choose
Presentation & Materials
www.texas-quality.org
This Presentation & Associated Materials
www.texas-quality.org/dubai
Baldrige Resource Library
www.baldrigepe.org/brl/