The ratio of the Baldrige Program’s benefits
for the U.S. economy to its costs is estimated
at
820 to 1.
Created by Congress in 1987, the Baldrige Program
(http://www.nist.gov/baldrige) is managed by the National
Institute of Standards and Technology, an agency of the U.S.
Department of Commerce. The program helps organizations
improve their performance and succeed in the competitive
global marketplace. It is the only public-private partnership
and Presidential award program dedicated to improving
U.S. organizations. The program administers the Presidential
Malcolm Baldrige National Quality Award.
In collaboration with the greater Baldrige community, we
provide organizations with
Baldrige Award
winners serve as national
• an integrated management framework;
role models.
• educational presentations, conferences, and
workshops on proven best management practices and
on using the Baldrige Criteria to improve.
93
• analysis of organizational strengths and opportunities
for improvement by a team of trained experts; and
450,468 jobs
,
2,213 work sites, over $74 million in
revenue/budgets, and about 417 million
customers served.
478 Baldrige examiners volunteered
in
services in 2012.
State Baldrige-based examiners
volunteered around
services in 2012.
Foundation for the Malcolm Baldrige
National Quality Award
The Foundation’s main objective is to raise funds to
permanently endow the award program. Prominent leaders
from U.S. organizations serve as foundation trustees, and a
broad cross section of U.S. organizations provides financial
support to the foundation.
Alliance for Performance Excellence
$7.3 million
organizational profile
leadership
strategic planning
customer focus
measurement, analysis, and
knowledge management
workforce focus
operations focus
results
• organizational self-assessment tools;
2010–2012 award applicants represent
roughly
Criteria
$30 million in
The Alliance (http://www.baldrigepe.org/alliance) is a
nonprofit national network of local, state, and regional
Baldrige-based programs working with organizations from
all industry sectors. Alliance members offer performance
improvement tools and resources at the grassroots level,
giving organizations a simple and straightforward way into
the Baldrige framework and thereby helping them improve their
efficiency, effectiveness, and results. Alliance member programs
serve as a feeder system for the national Baldrige Award.
American Society for Quality
The American Society for Quality (ASQ; http://www.asq.org/)
assists in administering the award program under contract
to the National Institute of Standards and Technology
(NIST). ASQ’s vision is to make quality a global priority, an
organizational imperative, and a personal ethic and, in the
process, to become the community for all who seek quality
concepts, technology, or tools to improve themselves and
their world.
For more information:
www.nist.gov/baldrige | 301.975.2036 | baldrige@nist.gov
T1538
2013–2014
Baldrige Performance Excellence Program
manufacturing
service
small business
nonprofit
Baldrige Performance Excellence Program
National Institute of Standards and Technology (NIST) • United States Department of Commerce
January 2013
To order copies of this publication or obtain other Baldrige Program products and services, contact
Baldrige Performance Excellence Program
Administration Building, Room A600
100 Bureau Drive, Stop 1020
Gaithersburg, MD 20899-1020
Telephone: (301) 975-2036
Fax: (301) 948-3716
E-mail: baldrige@nist.gov
Web: http://www.nist.gov/baldrige
The Baldrige Program welcomes your comments on the Criteria and other Baldrige products and services.
Please direct your comments to the address above.
The Baldrige Criteria for Performance Excellence™ is an official publication of NIST under the authority of the Malcolm Baldrige
National Quality Improvement Act of 1987 (Public Law 100-107; codified at 15 U.S.C. § 3711a). This publication is a work of the
U.S. Government and is not subject to copyright protection in the United States under Section 105 of Title 17 of the United States
Code. The U.S. Department of Commerce, as represented by NIST, holds copyright to the publication in all countries outside
of the United States.
MALCOLM BALDRIGE NATIONAL QUALITY AWARD and Design®, THE QUEST FOR EXCELLENCE®, BALDRIGE PERFORMANCE
EXCELLENCE PROGRAM and Design®, and PERFORMANCE EXCELLENCE® are federally registered trademarks and service marks, and
MALCOLM BALDRIGE NATIONAL QUALITY AWARD™, BALDRIGE CRITERIA FOR PERFORMANCE EXCELLENCE™, HEALTH CARE
CRITERIA FOR PERFORMANCE EXCELLENCE™, EDUCATION CRITERIA FOR PERFORMANCE EXCELLENCE™, CRITERIA FOR
PERFORMANCE EXCELLENCE™, BALDRIGE CRITERIA™, BALDRIGE 25 YEARS BUILDING AN EVEN BETTER FUTURE and Design™,
and the MALCOLM BALDRIGE NATIONAL QUALITY AWARD medal and depictions or representations thereof, are trademarks and
service marks of the U.S. Department of Commerce, National Institute of Standards and Technology. The unauthorized use of these
trademarks and service marks is prohibited.
The Malcolm Baldrige
National Quality Award
The Malcolm Baldrige National Quality Award, created
by Public Law 100-107 in 1987, is the highest level of
national recognition for performance excellence that a
U.S. organization can receive. The award promotes
• awareness of performance excellence as an
increasingly important element in U.S.
competitiveness and
• the sharing of successful performance strategies and
information on the benefits of using these strategies.
The President of the United States traditionally presents
the award. The award crystal, composed of two solid
crystal prismatic forms, stands 14 inches tall. The crystal
is held in a base of black anodized aluminum, with the
award recipient’s name engraved on the base. A 22-karat,
gold-plated medallion is captured in the front section
of the crystal. The medal bears the name of the award
and “The Quest for Excellence” on one side and the
Presidential Seal on the other.
Organizations apply for the award in one of six eligibility
categories: manufacturing, service, small business,
education, health care, and nonprofit. Up to 18 awards
may be given annually across the six categories.
For more information on the award and
the application process, see
http://www.nist.gov/baldrige/apply.cfm.
Cover photos courtesy of Baldrige Award winners Motorola Commercial, Government & Industrial Solutions Sector, K&N Management,
and PRO-TEC Coating Company.
NIST, an agency of the U.S. Department of Commerce, manages the Baldrige Program. NIST has a 100-plus-year track record of
serving U.S. industry, science, and the public with the mission to promote U.S. innovation and industrial competitiveness by advancing
measurement science, standards, and technology in ways that enhance economic security and improve our quality of life. NIST carries
out its mission in three cooperative programs, including the Baldrige Program. The other two are the NIST laboratories, conducting
research that advances the nation’s technology infrastructure and is needed by U.S. industry to continually improve products and
services; and the Hollings Manufacturing Extension Partnership, a nationwide network of local centers offering technical and
business assistance to small manufacturers.
Suggested citation: Baldrige Performance Excellence Program. 2013. 2013–2014 Criteria for Performance Excellence.
Gaithersburg, MD: U.S. Department of Commerce, National Institute of Standards and Technology. http://www.nist.gov/baldrige.
The Quest for Excellence®
Official conference of the Malcolm Baldrige National Quality Award
25th Annual Quest for Excellence Conference and
Award Ceremony
April 8–10, 2013; 25th Anniversary Gala on April 7
Marriott Baltimore Waterfront, Baltimore, Maryland
26th Annual Quest for Excellence Conference and
Award Ceremony
April 7–9, 2014
Marriott Baltimore Waterfront, Baltimore, Maryland
Each year at The Quest for Excellence, Baldrige Award
recipients share their exceptional performance practices
with leaders of business, education, health care, and
nonprofit organizations and inspire attendees to apply the
insights they gain within their own organizations. Plan to
attend and learn about the recipients’ best management
practices and Baldrige journeys, participate in educational
presentations on the Baldrige Criteria, and network with
Baldrige Award recipients and other attendees.
For more information on The Quest for Excellence, see
http://www.nist.gov/baldrige/qe.
Contents
ii
About the Criteria for Performance Excellence
The Baldrige Criteria empower your organization to reach your goals, improve results, and become more
competitive by aligning your plans, processes, decisions, people, actions, and results.
iv
How to Use This Booklet
You can use the material in this booklet as a reference, for self-assessment, or as the basis of an award assessment. Your experience with the Criteria will help you decide where to begin.
1
Criteria for Performance Excellence Framework and Structure
The Criteria requirements are embodied in seven integrated, interconnected categories. The categories are
subdivided into items and areas to address.
3
Criteria for Performance Excellence Items and Point Values
4
Criteria for Performance Excellence
4
Preface: Organizational Profile
7
1 Leadership
10
2 Strategic Planning
13
3 Customer Focus
16
4 Measurement, Analysis, and Knowledge Management
18
5 Workforce Focus
22
6 Operations Focus
24
7 Results
28
Scoring System
Responses to Criteria items are scored on two evaluation dimensions: process and results.
32
Process Scoring Guidelines
33
Results Scoring Guidelines
34
How to Respond to the Criteria
These guidelines explain how to respond most effectively to the Criteria item requirements.
37
Core Values and Concepts
The core values and concepts are a set of embedded beliefs and behaviors found in high-performing
organizations.
42
Changes from the 2011–2012 Criteria
44
Glossary of Key Terms
The glossary includes definitions of terms presented in small caps in the Criteria and scoring guidelines.
52
Index of Key Terms
On the Web
Category and Item Commentary (http://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfm)
This commentary on the Criteria provides additional examples and guidance.
i
About the Criteria for Performance Excellence
Is your organization doing as well as it could? How do you know? What and how should your
organization improve or change?
In Your Organization
The Baldrige Criteria for Performance Excellence empower your organization—no matter the size or industry—to
reach your goals, improve results, and become more competitive by aligning your plans, processes, decisions, people,
actions, and results. Using the Criteria gives you a holistic assessment of where your organization is and where it
needs to be. The Criteria give you the tools you need to examine all parts of your management system and improve
processes and results while keeping the whole organization in mind.
The Criteria are a set of questions about seven critical aspects of managing and performing as an organization:
1.
Leadership
2.
Strategic planning
3.
Customer focus
4.
Measurement, analysis, and knowledge management
5.
Workforce focus
6.
Operations focus
7.
Results
These questions work together as a unique, integrated performance management framework. Answering the questions helps you align your resources; identify strengths and opportunities for improvement; improve communication,
productivity, and effectiveness; and achieve your strategic goals. As a result, you progress toward performance
excellence:
•
You deliver ever-improving value to your customers and stakeholders, which contributes to organizational
sustainability.
•
You improve your organization’s overall effectiveness and capability.
•
Your organization improves and learns.
•
Your workforce members learn and grow.
Nationwide
The Baldrige Criteria play three roles in strengthening U.S. competitiveness:
•
They help improve organizational performance practices, capabilities, and results.
•
They facilitate communication and sharing of best practices among U.S. organizations.
•
They serve as a working tool for understanding and managing organizational performance, for guiding your
strategic plan, and for providing opportunities to learn.
My recommendation: implement the Baldrige-based Criteria into your business.
No other single document can help build a long-term successful organization.
—Jerry R. Rose, Corporate Vice President, Cargill, Inc.
ii
2013–2014 Criteria for Performance Excellence
Globally
About 100 performance or business excellence programs exist around the globe; most use the Baldrige Criteria or
criteria similar to Baldrige as their performance excellence models. The Baldrige Program is a member of the Global
Excellence Model (GEM) Council (http://www.efqm.org/en/tabid/209/default.aspx), made up of the chief executives of
national excellence models and award programs from around the world.
The Criteria focus on results.
The Criteria focus on your results in the key areas of products and processes, customers, workforce, leadership and
governance, and finance and markets. This composite of measures ensures that your strategies are balanced—that
they do not inappropriately trade off among important stakeholders, objectives, or short- and longer-term goals.
The Criteria are nonprescriptive and adaptable.
The Criteria do not prescribe how you should structure your organization. They do not say that your organization
should or should not have departments for planning, ethics, quality, or other functions. They do not tell you to manage different units in your organization in the same way, and they let you choose the most suitable tools (e.g., Lean,
Six Sigma, ISO 9000, a balanced scorecard) for facilitating your improvements.
The Criteria are nonprescriptive for these reasons:
They focus on common needs rather than on common procedures. This focus fosters understanding, communication, sharing, alignment, and integration while supporting innovative and diverse approaches.
They focus on results, not procedures, tools, or organizational structure. The Criteria encourage you to respond
with creative, adaptive, and flexible approaches, fostering incremental and major (breakthrough) improvement
through innovation. The tools, techniques, systems, and organizational structure you select usually depend on factors
such as your organization’s type and size, relationships, and stage of development, as well as the capabilities and
responsibilities of your workforce and supply chain. These factors differ among organizations, and they are likely to
change as your needs and strategies evolve.
The Criteria support a systems perspective to align goals
across your organization.
The Criteria build alignment across your organization by making connections between and reinforcing measures
derived from your organization’s processes and strategy. These measures tie directly to customer and stakeholder
value and to overall performance. When you use these measures, you channel different activities in consistent directions with less need for detailed procedures, centralized decision making, or overly complex process management.
Measures are therefore both a communication tool and a way to deploy consistent performance requirements. The
resulting alignment ensures consistency of purpose across your organization while supporting agility, innovation, and
decentralized decision making.
The systems perspective is embedded in the integrated structure of the Baldrige core values and concepts (page
37); the Organizational Profile (page 4); the Criteria (page 7); the scoring guidelines (pages 32–33); and the resultsoriented, cause-effect, cross-process linkages among the Criteria items. This systems perspective requires dynamic
linkages among Criteria items, particularly as your strategy and goals change over time. When you use the Criteria,
feedback between your processes and your results leads to action-oriented cycles of improvement with four stages:
1.
Designing and selecting effective processes, methods, and measures (approach)
2.
Executing on your approach with consistency (deployment)
3.
Assessing your progress and capturing new knowledge, including seeking opportunities for innovation
(learning)
4.
Revising your plans based on assessment findings and organizational performance, harmonizing processes
and work-unit operations, and selecting better process and results measures (integration)
About the Criteria
iii
The Criteria support goal-based diagnosis.
The Criteria items and the scoring guidelines make up a two-part diagnostic (assessment) system. When you assess
your organization with the Criteria, you create a profile of strengths and opportunities for improvement based on your
responses to 17 performance-oriented requirements (the Criteria items) on a continuum of process and performance
maturity (the scoring guidelines).
In this way, assessing your organization with the Criteria leads to actions that improve performance in all areas. This
useful management tool goes beyond most performance reviews and applies to a wide range of strategies, management systems, and types of organizations.
See “How to Use This Booklet” to learn more about how the Criteria help you guide your organization, improve performance, and achieve sustainable results. In addition, by taking the Baldrige journey, you become part of a national
effort to improve America’s performance and its competitive standing in the world.
The Baldrige Criteria are here for you—and so is an incredible opportunity. Why not take advantage of that opportunity? Your employees, customers, board members, and other stakeholders—and the nation—will be better off.
How to Use This Booklet
Whether your organization is large or small or is in the manufacturing, service, or nonprofit sector,
you can use the Baldrige Criteria for Performance Excellence for improvement. Your experience
with the Criteria will help you decide where to begin.
If your organization is in the education or health care sector, you should use the Education Criteria for Performance
Excellence or the Health Care Criteria for Performance Excellence, respectively.
See http://www.nist.gov/baldrige/publications/criteria.cfm to obtain a copy.
If you are just learning about the Criteria . . .
Scan the questions in the Organizational Profile (page 4), and see if you can answer them. Discussing the answers
to these questions might be your first Baldrige self-assessment.
Study the 11 Criteria core values and concepts (page 37). They are a set of beliefs and behaviors that are embedded
in the Baldrige Criteria and are found in high-performing organizations. Consider how your organization measures up
in relation to the core values. Are there any improvements you should be making?
Answer the questions in the titles of the 17 Criteria items to reach a basic understanding of the Criteria and your
organization’s performance.
Look at the Criteria category titles, item titles, and area-to-address headings to see a simple outline of a
holistic performance management system. See if you are considering all of these dimensions in establishing your
leadership system and measuring performance. If you need more explanation, read the questions that follow the
headings.
Use the Criteria and their supporting material as a general resource on organizational performance
improvement. Use the content in this booklet and online (http://nist.gov/baldrige/publications/business_nonprofit
_criteria.cfm) as a source of ideas about improving your organization. The material may help you think in a different
way or give you a fresh frame of reference.
iv
2013–2014 Criteria for Performance Excellence
Attend the Quest for Excellence® or a Baldrige regional conference. These events highlight the role-model
approaches of Baldrige Award recipients, which have used the Criteria to improve performance, innovate, and achieve
world-class results. Workshops on Baldrige self-assessment are often offered in conjunction with these conferences.
Consider becoming a Baldrige examiner. Examiners receive valuable training and gain experience in understanding
and applying the Criteria that they can use within their own organizations. See the Alliance for Performance
Excellence (http://www.baldrigepe.org/alliance) for contact information for your state, local, or sector-specific program
and “Become an Examiner” (http://www.nist.gov/baldrige/examiners) for information on the Malcolm Baldrige
National Quality Award Board of Examiners.
If you are ready to assess your organization with
a Baldrige-based approach . . .
Learn what your employees and senior leaders think. Try Are We Making Progress? (http://www.nist.gov/baldrige
/publications/progress.cfm) and Are We Making Progress as Leaders? (http://www.nist.gov/baldrige/publications
/progress_leaders.cfm). Organized by the seven Baldrige Criteria categories, these questionnaires help you check your
progress on organizational goals and improve communication among your workforce members and leadership team.
Identify gaps in your understanding of your organization and compare your organization with others with
easyInsight: Take a First Step toward a Baldrige Self-Assessment (http://www.nist.gov/baldrige/publications
/easy_insight.cfm). This assessment is based on the Organizational Profile.
Complete the Organizational Profile (page 4). Have the members of your leadership team answer the questions.
If you identify topics for which you have conflicting, little, or no information, you can use these topics for action
planning. For many organizations, this approach serves as a first Baldrige self-assessment.
Use the full set of Criteria questions as a personal guide to everything that is important in leading your
organization. You may discover blind spots that you have not considered or areas where you should place additional
emphasis.
Review the scoring guidelines (pages 32–33). They help you assess your organizational maturity, especially when
used in conjunction with “Steps toward Mature Processes” (page 30) and “From Fighting Fires to Innovation: An
Analogy for Learning” (page 29).
Do a self-assessment of one Criteria category in which you know you need improvement. Answer the
individual questions in the category yourself or with leadership team colleagues, referring to the item notes and the
Category and Item Commentary (http://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfm) to guide
your thoughts. Then assess your strengths and opportunities for improvement, and develop action plans. Remember
to build on your strengths as well as tackle your improvement opportunities. Be aware, though, that this kind of
assessment does not reveal key linkages between your chosen category and the other Criteria items, and you may lose
the systems perspective embodied in the seven integrated Criteria categories.
Have your leadership team assess your organization. At a retreat, have your leadership team develop responses
to the seven Criteria categories, and record the responses. Then assess your strengths and opportunities for
improvement, and develop action plans.
Conduct a full Baldrige self-assessment. Have your organization develop responses to the individual questions in
the seven Criteria categories.
1.
Identify the scope of the assessment: will it cover the entire organization, a subunit, a division, or a
department?
2.
Select seven champions, one for each Criteria category, to lead a team in preparing responses to the
questions in the category. Have the champions write your Organizational Profile.
3.
Form category teams. Have the members collect data and information to answer the questions in their
respective categories, referring to the notes after each item and the Category and Item Commentary
(http://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfm) as guides.
How to Use This Booklet
v
4.
Have the teams share their answers to the Criteria questions and identify common themes and missing
linkages.
5.
Have each category team create and communicate an action plan for improvement based on their answers
(perhaps using the Self-Analysis Worksheet, http://www.nist.gov/baldrige/publications/business_nonprofit
_criteria.cfm).
6.
Have the seven champions and other senior leaders build an overall action plan based on overall
organizational priorities.
7.
Evaluate the self-assessment process, and identify possible improvements. Involve senior leaders, champions,
and teams. The teams will need to collaborate to address questions that link the categories to each other.
Contact your state, local, or sector-specific Baldrige-based award program (see the Alliance for Performance
Excellence, http://www.baldrigepe.org/alliance). Many programs provide networking opportunities, training, and selfassessment services in addition to an award program.
Contact a Baldrige Award recipient. Organizations that receive the Baldrige Award serve as performance
improvement advocates, share their strategies, and serve as role models. Many undertake ongoing self-assessments
of their organizations and can share their experiences with you. See http://www.nist.gov/baldrige for a list of award
recipients and their contact information.
If you are ready to apply for a Baldrige-based award . . .
Apply to your state, local, or sector-specific Baldrige-based award program (see the Alliance for Performance
Excellence, http://www.baldrigepe.org/alliance). Even if you do not receive an award, submitting an application is an
opportunity to have a team of experts examine your organization objectively and identify strengths and opportunities
to improve. Use the feedback report you receive as a way to prioritize opportunities for building on strengths and
addressing improvement needs. Use the feedback in your strategic planning process.
Apply for the Malcolm Baldrige National Quality Award. Once you receive the top-level award from an
Alliance program (or meet alternate eligibility requirements), apply for the highest level of national recognition for
performance excellence that a U.S. organization can receive: the Malcolm Baldrige National Quality Award.
Award applicants say that the Baldrige evaluation process is one of the best, most cost-effective, most comprehensive
performance assessments you can find. They find high value in the process whether they receive the Baldrige Award
or not. See http://www.nist.gov/baldrige/enter/apply.cfm for a description of the process for and benefits of applying
for the Baldrige Award. In the Baldrige process, everyone is a learner.
vi
2013–2014 Criteria for Performance Excellence
Criteria for Performance Excellence
Framework and Structure
Criteria for Performance Excellence Framework: A Systems Perspective
The performance system consists of the six categories in the center of the figure. These categories define your processes and
the results you achieve.
The center horizontal arrow shows the critical linkage between the leadership triad (categories 1, 2, and 3) and the results
triad (categories 5, 6, and 7) and the central relationship between the Leadership and Results categories.
The two-headed arrows show the importance of feedback in an effective performance management system.
The leadership triad (Leadership,
Strategic Planning, and Customer
Focus) emphasizes the importance
of a leadership focus on strategy
and customers. Leaders set
the direction and seek future
opportunities for your organization.
The Organizational Profile sets the context
for the way your organization operates.
It serves as an overarching guide for your
performance management system.
The results triad (Workforce
Focus, Operations Focus, and
Results) includes your workforcefocused processes, your key
operational processes, and the
performance results they yield.
Organizational Profile:
Environment, Relationships, and Strategic Situation
2
5
Strategic
Planning
Workforce
Focus
1
7
Leadership
Results
3
6
Customer
Focus
Operations
Focus
4
Measurement, Analysis, and Knowledge Management
The system foundation (Measurement, Analysis, and Knowledge
Management) is critical to effective management and to a fact-based,
knowledge-driven system for improving performance and competitiveness.
Criteria Framework and Structure
All actions point toward Results—
a composite of product and process,
customer-focused, workforcefocused, leadership and governance,
and financial and market results.
1
Criteria for Performance Excellence Structure
The seven Baldrige Criteria for Performance Excellence categories are subdivided into items and
areas to address.
Items
Areas to Address
There are 17 Criteria items (plus 2 in the Organizational
Profile), each with a particular focus. These items are
divided into three groups according to the kinds of information they ask for:
Each item includes one or more areas to address (labeled a,
b, c, and so on).
Requirements
Item requirements are expressed as questions or statements
in three levels:
• The Preface (Organizational Profile) asks you to define
your organizational environment.
• Basic requirements are expressed in the title question
(e.g., “How do you obtain information from your
customers?”).
• Process items (categories 1–6) ask you to define your
organization’s processes.
• Results items (category 7) ask you to report results for
your organization’s processes.
• Overall requirements are the topics in the first
paragraph of the shaded box (e.g., “Describe how you
listen to your customers and gain information on their
satisfaction, dissatisfaction, and engagement.”)
See page 3 for a list of item titles and point values.
Item Notes
• Multiple requirements are the individual questions
within each area to address.
Item notes serve three purposes: (1) to clarify terms or
requirements, (2) to give instructions and examples for
responding, and (3) to indicate key linkages to other
items. Item notes in italics pertain specifically to nonprofit
organizations.
Item number
Item title and basic
requirements
Key Terms
Terms in small caps are defined in the Glossary of Key
Terms (pages 44–51).
Key term in
small caps
Item point value
7 Results (450 pts.)
The Results category asks about your organization’s performance and improvement in all key areas—product and process
results, customer-focused results, workforce-focused results, leadership and governance results, and financial and
market results. The category asks about performance levels relative to those of competitors and other organizations with
similar product offerings.
7.1 Product and Process Results: What are your product performance
and process effectiveness results? (120 pts.)
Overall
requirements
Provide data and information to answer the following questions:
RESULTS
Summarize your key product peRfoRmance and pRocess effectiveness and efficiency Results. Include Results
for pRocesses that directly serve your customeRs and that impact your operations and supply chain. segment
your Results by product offerings, customeR groups and market segments, and pRocess types and locations, as
appropriate. Include appropriate comparative data.
Type of information to
provide in response to
this item
a. Customer-Focused Product and ProCess results
Areas to
What are your current levels and trends in key measures or indicators of the performance of products and
processes that are important to and directly serve your customers? How do these results compare with the performance of your competitors and other organizations with similar offerings?
address
b. Work ProCess effeCtiveness results
(1) ProCess effeCtiveness and Efficiency What are your current levels and trends in key measures or indicators
of the operational performance of your key work and support processes, including productivity, cycle time,
and other appropriate measures of process effectiveness, efficiency, and innovation?
Headings
summarizing multiple
requirements
Multiple
requirements
(2) Emergency Preparedness What are your current levels and trends in key measures or indicators of the
effectiveness of your organization’s preparedness for disasters or emergencies?
c. Supply-Chain Management results
What are your results for key measures or indicators of the performance of your supply chain, including its
contribution to enhancing your performance?
Terms in small caps are defined in the Glossary of Key Terms (pages 44–51).
Notes
Item
notes
Note for nonprofit
organizations
7.1. Results should provide key information for analyzing
and reviewing your organizational performance (item 4.1),
demonstrate use of organizational knowledge (item 4.2),
and provide the operational basis for customer-focused
results (item 7.2) and financial and market results (item
7.5). There is not a one-to-one correspondence between
results items and Criteria categories 1–6. Results should be
considered systemically, with contributions to individual
results items frequently stemming from processes in more
than one Criteria category.
7.1a. Product and process results should relate to the key
customer requirements and expectations you identify in
P.1b(2), which are based on information gathered through
processes you describe in items 3.1 and 3.2. The measures or
indicators should address factors that affect customer preference, such as those listed in the notes to P.1b(2) and 3.2a.
7.1a. For some nonprofit organizations, funding sources might
mandate product or service performance measures. These
measures should be identified and reported here.
24
2
7.1b. Results should address the key operational requirements you identify in the Organizational Profile and in
items 6.1 and 6.2.
7.1b. Appropriate measures and indicators of work process
effectiveness might include defect rates; rates and results
of product, service, and work system innovation; results
for simplification of internal jobs and job classifications;
waste reduction; work layout improvements; changes in
supervisory ratios; Occupational Health and Safety Administration (OSHA)-reportable incidents; response times for
emergency drills or exercises; and results for work relocation
or contingency exercises.
7.1c. Appropriate measures and indicators of supply-chain
performance might include supplier and partner audits,
just-in-time delivery, and acceptance results for externally
provided products, services, and processes.
For additional guidance on this item, see the Category
and Item Commentary (http://www.nist.gov/baldrige
/publications/business_nonprofit_criteria.cfm).
Link to Category and
Item Commentary
2013–2014 Criteria for Performance Excellence
2013–2014 Criteria for Performance Excellence
Criteria for Performance Excellence
Items and Point Values
See pages 28–33 for the scoring system used with the Criteria items in a Baldrige assessment.
P
Preface: Organizational Profile
P.1
Organizational Description
P.2
Organizational Situation
Categories and Items
1
2
3
4
Point Values
Leadership
1.1
Senior Leadership
70
1.2
Governance and Societal Responsibilities
50
Strategic Planning
2.1
Strategy Development
45
2.2
Strategy Implementation
40
Customer Focus
3.1
Voice of the Customer
40
3.2
Customer Engagement
45
Measurement, Analysis, and Knowledge Management
4.1
Measurement, Analysis, and Improvement of
Organizational Performance
45
4.2
Knowledge Management, Information, and
Information Technology
45
5
6
7
Workforce Focus
5.1
Workforce Environment
40
5.2
Workforce Engagement
45
Operations Focus
6.1
Work Processes
45
6.2
Operational Effectiveness
40
Results
7.1
Product and Process Results
7.2
Customer-Focused Results
85
7.3
Workforce-Focused Results
85
7.4
Leadership and Governance Results
80
7.5
Financial and Market Results
80
120
85
85
90
85
85
450
120
TOTAL POINTS
1,000
3
Criteria for Performance Excellence
Begin with the Organizational Profile
The Organizational Profile is the most appropriate starting point for self-assessment and for writing an application. It is critically important for the following reasons:
• It helps you identify gaps in key information and focus on key performance requirements and results.
• You can use it as an initial self-assessment. If you identify topics for which conflicting, little, or no information is available, use these topics for action planning.
• It sets the context for your responses to the Criteria requirements in categories 1–7.
P Preface: Organizational Profile
The Organizational Profile is a snapshot of your organization, the key influences on how it operates, and the key challenges
it faces.
P.1 Organizational Description: What are your key organizational characteristics?
Describe your operating environment and your key relationships with customers, suppliers, partners, and
stakeholders.
In your response, answer the following questions:
a. Organizational Environment
(1) Product Offerings What are your main product offerings (see the note on the next page)? What is the relative
importance of each to your success? What mechanisms do you use to deliver your products?
(2) Vision and Mission What are your stated purpose, vision, values, and mission? What are your organization’s
core competencies, and what is their relationship to your mission?
(3) Workforce Profile What is your workforce profile? What are your workforce or employee groups and
segments? What are the educational requirements for different employee groups and segments? What are the
key elements that engage them in achieving your mission and vision? What are your workforce diversity and
job diversity? What are your organized bargaining units? What are your organization’s special health and safety
requirements?
(4) Assets
What are your major facilities, technologies, and equipment?
(5) Regulatory Requirements What is the regulatory environment under which you operate? What are the applicable
occupational health and safety regulations; accreditation, certification, or registration requirements; industry
standards; and environmental, financial, and product regulations?
b. Organizational Relationships
(1) Organizational Structure What are your organizational structure and governance system? What are the reporting relationships among your governance board, senior leaders, and parent organization, as appropriate?
(2) Customers and Stakeholders What are your key market segments, customer groups, and stakeholder
groups, as appropriate? What are their key requirements and expectations of your products, customer support services, and operations? What are the differences in these requirements and expectations among market segments,
customer groups, and stakeholder groups?
(3) Suppliers and Partners What are your key types of suppliers, partners, and collaborators? What role
do they play in your work systems, especially in producing and delivering your key products and customer
support services? What role do they play in enhancing your competitiveness? What are your key mechanisms for
communicating with suppliers, partners, and collaborators? What role, if any, do these organizations play in
contributing and implementing innovations in your organization? What are your key supply-chain requirements?
Terms in small caps are defined in the Glossary of Key Terms (pages 44–51).
4
2013–2014 Criteria for Performance Excellence
Notes
P. Your responses to the Organizational Profile questions
are very important. They set the context for understanding
your organization and how it operates. Your responses to
all other questions in the Baldrige Criteria should relate to
the organizational context you describe in this Profile. Your
responses to the Organizational Profile questions thus allow
you to tailor your responses to all other questions to your
organization’s uniqueness.
P.1a(1). “Product offerings” and “products” are the goods
and services you offer in the marketplace. Mechanisms for
delivering products to your end-use customers might be
direct or might be indirect, through dealers, distributors,
collaborators, or channel partners. Nonprofit organizations
might refer to their product offerings as programs, projects, or
services.
P.1a(2). “Core competencies” are your organization’s areas
of greatest expertise. They are those strategically important
capabilities that are central to fulfilling your mission or
provide an advantage in your marketplace or service
environment. Core competencies are frequently challenging
for competitors or suppliers and partners to imitate and
frequently preserve your competitive advantage.
P.1a(3). Workforce or employee groups and segments
(including organized bargaining units) might be based on
the type of employment or contract reporting relationship,
location, tour of duty, work environment, use of certain
family-friendly policies, or other factors.
P.1a(3). Organizations that also rely on volunteers to
accomplish their work should include volunteers as part of
their workforce.
P.1a(5). Industry standards might include industrywide
codes of conduct and policy guidance. In the Criteria,
“industry” refers to the sector in which you operate. For
nonprofit organizations, this sector might be charitable
organizations, professional associations and societies, religious
organizations, or government entities—or a subsector of one
of these. Depending on the regions in which you operate,
Preface: Organizational Profile
environmental regulations might include greenhouse gas
emissions, carbon regulations and trading, and energy
efficiency.
P.1b(1). For some nonprofit organizations, governance and
reporting relationships might include relationships with major
funding sources, such as granting agencies or foundations.
P.1b(2). Customers include the users and potential users of
your products. For some nonprofit organizations, customers
might include members, taxpayers, citizens, recipients, clients,
and beneficiaries, and market segments might be referred to as
constituencies.
P.1b(2). Customer groups might be based on common
expectations, behaviors, preferences, or profiles. Within a
group, there may be customer segments based on differences and commonalities. You might subdivide your market
into market segments based on product lines or features,
distribution channels, business volume, geography, or other
factors that you use to define a market segment.
P.1b(2). The requirements of your customer groups and
market segments might include on-time delivery, low defect
levels, safety, security, ongoing price reductions, leveraging
of technology, rapid response, after-sales service, and
multilingual services. The requirements of your stakeholder
groups might include socially responsible behavior and
community service. For some nonprofit organizations, these
requirements might also include administrative cost reductions,
at-home services, and rapid response to emergencies.
P.1b(3). Communication mechanisms should be two-way
and use understandable language, and they might involve
in-person contact, e-mail, the World Wide Web, or the
telephone. For many organizations, these mechanisms may
change as marketplace, customer, or stakeholder requirements change.
For additional guidance on this item, see the Category
and Item Commentary (http://www.nist.gov/baldrige
/publications/business_nonprofit_criteria.cfm).
5
P.2 Organizational Situation: What is your organization’s strategic situation?
Describe your competitive environment, your key strategic challenges and advantages, and your system for
performance improvement.
In your response, include answers to the following questions:
a. Competitive Environment
(1) Competitive Position What is your competitive position? What are your relative size and growth in your industry
or the markets you serve? How many and what types of competitors do you have?
(2) Competitiveness Changes What key changes, if any, are affecting your competitive situation, including changes
that create opportunities for innovation and collaboration, as appropriate?
(3) Comparative Data What key sources of comparative and competitive data are available from within your industry? What key sources of comparative data are available from outside your industry? What limitations, if any, affect
your ability to obtain or use these data?
b. Strategic Context
What are your key strategic challenges and advantages in the areas of business, operations, societal responsibilities, and workforce?
c. Performance Improvement System
What are the key elements of your performance improvement system, including your processes for evaluation and
improvement of key organizational projects and processes?
Terms in small caps are defined in the Glossary of Key Terms (pages 44–51).
Notes
P.2a. Like for-profit businesses, nonprofit organizations are
frequently in a highly competitive environment. Nonprofit
organizations must often compete with other organizations
and alternative sources of similar services to secure financial
and volunteer resources, membership, visibility in appropriate
communities, and media attention.
P.2b. Strategic challenges and advantages might relate to
technology, products, finances, your operations, your parent
organization’s capabilities, your customers and markets,
your industry, globalization, climate change, your value
chain, and people. Strategic advantages might include
differentiators such as price leadership, design services,
innovation rate, geographic proximity, accessibility, and
warranty and product options. For some nonprofit organizations, differentiators might also include relative influence with
decision makers, ratio of administrative costs to programmatic
contributions, reputation for program or service delivery, and
wait times for service.
P.2c. The Baldrige Scoring System (page 28) uses performance improvement through learning and integration as
a dimension in assessing the maturity of organizational
approaches and their deployment. This question is intended
to set an overall context for your approach to performance
improvement. The approach you use should be related to
your organization’s needs. Approaches that are compatible
with the overarching systems approach provided by the
Baldrige framework might include implementing a Lean
Enterprise System, applying Six Sigma methodology, using
Plan-Do-Check-Act (PDCA) methodology, using standards
from the International Organization for Standardization
(ISO; e.g., 9000 or 14000), using decision science, or
employing other improvement tools.
For additional guidance on this item, see the Category
and Item Commentary (http://www.nist.gov/baldrige
/publications/business_nonprofit_criteria.cfm).
P.2b. Throughout the Criteria, “business” refers to a nonprofit
organization’s main mission area or enterprise activity.
6
2013–2014 Criteria for Performance Excellence
1 Leadership (120 pts.)
The Leadership category asks how senior leaders’ personal actions guide and sustain your organization. It also asks about
your organization’s governance system; how your organization fulfills its legal, ethical, and societal responsibilities; and
how it supports its key communities.
1.1 Senior Leadership: How do your senior leaders lead? (70 pts.)
P R O C ESS
Describe how senior leaders’ personal actions guide and sustain your organization. Describe how senior
leaders create an environment for customer engagement, innovation, and high performance. Describe
how senior leaders communicate with your workforce and key customers.
In your response, include answers to the following questions:
a. Vision, Values, and Mission
(1) Vision and Values How do senior leaders set your organization’s vision and values? How do senior leaders deploy the vision and values through your leadership system, to the workforce, to key suppliers and
partners, and to customers and other stakeholders, as appropriate? How do senior leaders’ actions reflect a
commitment to those values?
(2) Promoting Legal and Ethical Behavior How do senior leaders’ actions demonstrate their commitment to
legal and ethical behavior? How do they promote an organizational environment that requires it?
(3) Creating a Sustainable Organization How do senior leaders create a sustainable organization? How do
they
• create an environment for the achievement of your mission, improvement of organizational performance,
performance leadership, and organizational and personal learning;
• create a workforce culture that delivers a consistently positive customer experience and fosters customer
engagement;
• create an environment for innovation and intelligent risk taking, achievement of your strategic objectives, and organizational agility; and
• participate in succession planning and the development of future organizational leaders?
b. Communication and Organizational Performance
(1) Communication How do senior leaders communicate with and engage the entire workforce and key customers? How do they encourage frank, two-way communication, including effective use of social media? How
do they communicate key decisions? How do they take an active role in motivating the workforce, including
participation in reward and recognition programs, to reinforce high performance and a customer and business
focus?
(2) Focus on Action How do senior leaders create a focus on action that will achieve the organization’s objectives,
improve its performance, enable innovation and intelligent risk taking, and attain its vision? How do
senior leaders identify needed actions? In setting expectations for organizational performance, how do senior
leaders include a focus on creating and balancing value for customers and other stakeholders?
Terms in small caps are defined in the Glossary of Key Terms (pages 44–51).
Notes
1.1. Your organizational performance results should be
reported in items 7.1–7.5.
1.1a(1). Your organization’s vision should set the context
for the strategic objectives and action plans you describe in
items 2.1 and 2.2.
1.1a(3). A sustainable organization is capable of addressing
current business needs and, through agility and strategic
management, is capable of preparing successfully for its
future business, market, and operating environment. Both
1
Leadership
external and internal factors should be considered. In the
context of sustainability, the concept of innovation and
taking intelligent risks includes both technological and
organizational innovation to help the organization succeed
in the future. A sustainable organization also ensures a
safe and secure environment for its workforce and other
key stakeholders. A sustainable organization is capable of
addressing risks and opportunities arising from environmental considerations and climate change.
7
1.1a(3). Contributions to the sustainability of environmental, social, and economic systems beyond those of the
workforce and immediate stakeholders are considered as
part of an organization’s societal responsibilities (item 1.2).
1.1b(2). Senior leaders’ focus on action considers your
strategy, workforce, work systems, and assets. It includes
taking intelligent risks and implementing innovations and
ongoing improvements in productivity that may be achieved
by eliminating waste or reducing cycle time; it might use
techniques such as PDCA, Six Sigma, and Lean. It also
includes the actions needed to achieve your strategic objectives (see 2.2a[1]).
1.1b(1). Use of social media may include delivering periodic
messages through internal and external Web sites, tweets,
blogging, and customer and workforce electronic forums,
as well as monitoring external Web sites and blogs and
responding, when appropriate.
For additional guidance on this item, see the Category
and Item Commentary (http://www.nist.gov/baldrige
/publications/business_nonprofit_criteria.cfm).
1.1b(1). Nonprofit organizations that rely on volunteers to
accomplish their work should also discuss efforts to communicate with and engage the volunteer workforce.
1.2 Governance and Societal Responsibilities: How do you govern and
fulfill your societal responsibilities? (50 pts.)
In your response, include answers to the following questions:
a. Organizational Governance
(1) Governance System How does your organization review and achieve the following key aspects of its governance system?
• Accountability for the management’s actions
• Fiscal accountability
• Transparency in operations, selection of governance board members, and disclosure policies for those members, as appropriate
• Independence and effectiveness of internal and external audits
• Protection of stakeholder and stockholder interests, as appropriate
• Succession planning for senior leaders
(2) Performance Evaluation How do you evaluate the performance of your senior leaders, including the chief
executive? How do you use these performance evaluations in determining executive compensation? How do you
evaluate your governance board members’ performance, as appropriate? How do your senior leaders and
governance board use these performance evaluations to advance their development and improve both their
own effectiveness as leaders and that of your board and leadership system, as appropriate?
b. Legal and Ethical Behavior
(1) Legal and Regulatory Behavior How do you address any adverse impacts of your products and operations on
society? How do you anticipate public concerns with your current and future products and operations? How
do you prepare for these impacts and concerns proactively, including through conservation of natural resources
and effective supply-chain management processes, as appropriate? What are your key compliance processes,
measures, and goals for meeting and surpassing regulatory and legal requirements, as appropriate? What are
your key processes, measures, and goals for addressing risks associated with your products and operations?
(2) Ethical Behavior How do you promote and ensure ethical behavior in all interactions? What are your key
processes and measures or indicators for enabling and monitoring ethical behavior in your governance
structure, throughout your organization, and in interactions with your workforce, customers, partners, suppliers, and other stakeholders? How do you monitor and respond to breaches of ethical behavior?
c. Societal Responsibilities and Support of Key Communities
(1) Societal Well-Being How do you consider societal well-being and benefit as part of your strategy and daily
operations? How do you contribute to the well-being of your environmental, social, and economic systems?
(2) Community Support How do you actively support and strengthen your key communities? What are your key
communities? How do you identify them and determine areas for organizational involvement, including areas that
leverage your core competencies? How do your senior leaders, in concert with your workforce, contribute to
improving these communities?
Terms in small caps are defined in the Glossary of Key Terms (pages 44–51).
8
2013–2014 Criteria for Performance Excellence
PROC ESS
Describe your organization’s approach to responsible governance and leadership improvement. Describe how
you ensure legal and ethical behavior, fulfill your societal responsibilities, and support your key communities.
Notes
1.2. Societal responsibilities in areas critical to your ongoing
marketplace success should also be addressed in Strategy
Development (item 2.1) and Operations Focus (category 6).
Key results should be reported as Leadership and Governance Results (item 7.4). Examples are results related to
regulatory and legal requirements (including the results of
mandated financial audits); reductions in environmental
impacts through the use of “green” technology, resourceconserving activities, reduction of carbon footprint, or other
means; or improvements in social impacts, such as the
global use of enlightened labor practices.
1.2. The health and safety of your workforce are not
addressed in this item; you should address these workforce
factors in items 5.1 and 6.2.
1.2a(1). Transparency in the operations of your governance
system should include your internal controls on governance
processes. For some privately held businesses and nonprofit
organizations, an external advisory board may provide
some or all governance board functions. For nonprofit
organizations that serve as stewards of public funds, stewardship of those funds and transparency in operations are areas of
emphasis.
1.2a(2). The evaluation of leaders’ performance might be
supported by peer reviews, formal performance management reviews, and formal or informal feedback from and
surveys of the workforce and other stakeholders. For some
privately held businesses and nonprofit and government
organizations, external advisory boards might evaluate the
performance of senior leaders and the governance board.
1
Leadership
1.2b(1). Nonprofit organizations should report, as appropriate,
how they meet and surpass the regulatory and legal requirements and standards that govern fundraising and lobbying.
1.2b(2). Measures or indicators of ethical behavior might
include the percentage of independent board members,
measures of relationships with stockholder and nonstockholder constituencies, instances of ethical conduct or
compliance breaches and responses to them, survey results
showing workforce perceptions of organizational ethics,
ethics hotline use, and results of ethics reviews and audits.
They might also include evidence that policies, workforce
training, and monitoring systems for conflicts of interest and
proper use of funds are in place.
1.2c. Areas of societal contributions and community support might include your efforts to improve the environment
(e.g., collaboration to conserve the environment or natural
resources); strengthen local community services, education,
and health; and improve the practices of trade, business, or
professional associations.
1.2c. Some charitable organizations may contribute to society
and support their key communities totally through missionrelated activities. In such cases, it is appropriate to respond
with any “extra efforts” through which you support these
communities.
For additional guidance on this item, see the Category
and Item Commentary (http://www.nist.gov/baldrige
/publications/business_nonprofit_criteria.cfm).
9
2 Strategic Planning (85 pts.)
The Strategic Planning category asks how your organization develops strategic objectives and action plans, implements
them, changes them if circumstances require, and measures progress.
2.1 Strategy Development: How do you develop your strategy? (45 pts.)
In your response, include answers to the following questions:
a. Strategy Development Process
(1) Strategic Planning Process How do you conduct your strategic planning? What are the key process steps?
Who are the key participants? What are your short- and longer-term planning horizons? How does your strategic
planning process address these planning horizons? How does your strategic planning process address the need
for organizational agility and operational flexibility?
(2) Innovation How do you create an environment that supports innovation? How do you identify strategic
opportunities? How do you decide which strategic opportunities are intelligent risks for pursuing? What
are your key strategic opportunities?
(3) Strategy Considerations How do you collect and analyze relevant data and develop information on these key
elements as part of your strategic planning process?
• Your strategic challenges and strategic advantages
• Risks to your organization’s sustainability
• Potential blind spots in your strategic planning process and information
• Your ability to execute the strategic plan
(4) Work Systems and Core Competencies What are your key work systems? How do you make work system
decisions? How do you decide which key processes will be accomplished by external suppliers and partners?
How do those decisions consider your core competencies and the core competencies of potential suppliers and
partners? How do you determine future organizational core competencies?
b. Strategic Objectives
(1) Key Strategic Objectives What are your organization’s key strategic objectives and your timetable for achieving them? What are your most important goals for these strategic objectives? What key changes, if any, are
planned in your products, your customers and markets, your suppliers and partners, and your operations?
(2) Strategic Objective Considerations How do your strategic objectives
• address your strategic challenges and leverage your core competencies, strategic advantages, and
strategic opportunities;
• balance the short- and longer-term time horizons; and
• consider and balance the needs of all key stakeholders?
Terms in small caps are defined in the Glossary of Key Terms (pages 44–51).
10
2013–2014 Criteria for Performance Excellence
P R O C ESS
Describe how your organization establishes a strategy to address its strategic challenges and leverage its
strategic advantages and strategic opportunities. Describe how your organization makes key work
system decisions. Summarize your organization’s key work systems and its key strategic objectives and their
related goals.
Notes
2.1. This item deals with your overall organizational
strategy, which might include changes in product offerings
and customer engagement processes. However, you should
describe the product design and customer engagement
strategies in items 3.2 and 6.1, as appropriate.
2.1. “Strategy development” refers to your organization’s
approach to preparing for the future. In developing your
strategy, you might use various types of forecasts, projections, options, scenarios, knowledge (see 4.2a for relevant
organizational knowledge), analyses, or other approaches
to envisioning the future in order to make decisions and
allocate resources. Strategy development might involve key
suppliers, distributors, partners, and customers. For some
nonprofit organizations, strategy development might involve
organizations providing similar services or drawing from the
same donor population or volunteer workforce.
2.1. The term “strategy” should be interpreted broadly.
Strategy might be built around or lead to any or all of the
following: new products; redefinition of key customer
groups or market segments; new core competencies; revenue growth via various approaches, including acquisitions,
grants, and endowments; divestitures; new partnerships
and alliances; and new employee or volunteer relationships.
Strategy might be directed toward becoming a preferred
supplier, a local supplier in each of your major customers’ or
partners’ markets, a low-cost producer, a market innovator,
or a provider of a high-end or customized product or service. It might also be directed toward meeting a community
or public need.
2.1a(2). Strategic opportunities arise from outside-the-box
thinking, brainstorming, capitalizing on serendipity,
research and innovation processes, nonlinear extrapolation
of current conditions, and other approaches to imagining
a different future. The generation of ideas that lead to
strategic opportunities benefits from an environment that
encourages nondirected, free thought. Choosing which strategic opportunities to pursue involves considering relative
risk, financial and otherwise, and then making intelligent
choices (“intelligent risks”).
2.1a(3). Data and information might relate to customer and
market requirements, expectations, and opportunities; your
core competencies; the competitive environment and your
performance now and in the future relative to competitors
and comparable organizations; your product life cycle;
2
Strategic Planning
technological and other key innovations or changes that
might affect your products and services and the way you
operate, as well as the rate of innovation; workforce and
other resource needs; your ability to capitalize on diversity;
opportunities to redirect resources to higher-priority products, services, or areas; financial, societal, ethical, regulatory,
technological, security, and other potential risks and opportunities; your ability to prevent and respond to emergencies,
including natural or other disasters; changes in the local,
national, or global economy; requirements for and strengths
and weaknesses of your partners and supply chain; changes
in your parent organization; and other factors unique to
your organization.
2.1a(3). Your strategic planning should address your ability
to mobilize the necessary resources and knowledge to
execute the strategic plan. It should also address your ability
to execute contingency plans or, if circumstances require, a
shift in plans and rapid execution of new or changed plans.
2.1a(4). Decisions about work systems are strategic. These
decisions involve protecting intellectual property and
capitalizing on core competencies. Decisions about your
work systems affect organizational design and structure,
size, locations, profitability, and sustainability. In the most
basic view of an organization, for example, the organization
might define three generic work systems: one that addresses
production of the product or service, one that engages the
customer, and one that comprises systems that support
production and customer engagement.
2.1b(1). Strategic objectives might address rapid response,
customization, co-location with major customers or
partners, workforce capability and capacity, specific joint
ventures, virtual manufacturing, rapid or market-changing
innovation, ISO quality or environmental systems registration, societal responsibility actions or leadership, social
media and Web-based supplier and customer relationship
management, and product and service quality enhancements. Responses should focus on your specific challenges,
advantages, and opportunities—those most important to
your ongoing success and to strengthening your overall
performance.
For additional guidance on this item, see the Category
and Item Commentary (http://www.nist.gov/baldrige
/publications/business_nonprofit_criteria.cfm).
11
2.2 Strategy Implementation: How do you implement your strategy? (40 pts.)
In your response, include answers to the following questions:
a. Action Plan Development and Deployment
(1) Action Plan Development How do you develop your action plans? What are your key short- and longer-term
action plans, and what is their relationship to your strategic objectives?
(2) Action Plan Implementation How do you deploy your action plans throughout the organization to your
workforce and to key suppliers and partners, as appropriate, to ensure that you achieve your key strategic
objectives? How do you ensure that you can sustain the key outcomes of your action plans?
(3) Resource Allocation How do you ensure that financial and other resources are available to support the achievement of your action plans while you meet current obligations? How do you allocate these resources to support
the plans? How do you manage the financial and other risks associated with the plans to ensure your financial
viability?
(4) Workforce Plans What are your key workforce plans to support your short- and longer-term strategic
objectives and action plans? How do the plans address potential impacts on your workforce members and
any potential changes in workforce capability and capacity needs?
(5) Performance Measures What key performance measures or indicators do you use to track the achievement
and effectiveness of your action plans? How do you ensure that your overall action plan measurement
system reinforces organizational alignment?
(6) Action Plan Modification How do you establish and implement modified action plans if circumstances
require a shift in plans and rapid execution of new plans?
b. Performance Projections
For the key performance measures or indicators identified in 2.2a(5), what are your performance projections for
your short- and your longer-term planning horizons? How does your projected performance on these measures or
indicators compare with the projected performance of your competitors or comparable organizations and with key
benchmarks, as appropriate? If there are gaps in performance against your competitors or comparable organizations,
how will you address them?
Terms in small caps are defined in the Glossary of Key Terms (pages 44–51).
Notes
2.2. The development and deployment of your strategy and
action plans are closely linked to other Criteria items. The
following are examples of key linkages:
• Item 1.1: how your senior leaders set and communicate organizational direction
• Category 3: how you gather customer and market
knowledge as input to your strategy and action plans
and to use in deploying action plans
• Category 4: how you measure and analyze data
and manage knowledge to support key information
needs, support the development of strategy, provide
an effective basis for performance measurements,
and track progress on achieving strategic objectives
and action plans
• Category 5: how you meet workforce capability and
capacity needs, determine needs and design your
workforce development and learning system, and
12
implement workforce-related changes resulting from
action plans
• Category 6: how you address changes to your work
processes resulting from action plans
• Item 7.1: specific accomplishments relative to your
organizational strategy and action plans
2.2b. Measures and indicators of projected performance
might include those for changes resulting from new
ventures; organizational acquisitions or mergers; new value
creation; market entry and shifts; new legislative mandates,
legal requirements, or industry standards; and significant
anticipated innovations in products and technology.
For additional guidance on this item, see the Category
and Item Commentary (http://www.nist.gov/baldrige
/publications/business_nonprofit_criteria.cfm).
2013–2014 Criteria for Performance Excellence
PR O C ESS
Describe how you convert your strategic objectives into action plans. Summarize your action plans, how
you deploy them, and your key measures or indicators of progress. Project your future performance on these
measures or indicators relative to key comparisons.
3 Customer Focus (85 pts.)
The Customer Focus category asks how your organization engages its customers for long-term marketplace success,
including how your organization listens to the voice of the customer, builds customer relationships, and uses customer
information to improve and to identify opportunities for innovation.
3.1 Voice of the Customer: How do you obtain information from your customers? (40 pts.)
P R O C ESS
Describe how you listen to your customers and gain information on their satisfaction, dissatisfaction, and
engagement.
In your response, include answers to the following questions:
a. Customer Listening
(1) Listening to Current Customers How do you listen to, interact with, and observe customers to obtain actionable information? How do your listening methods vary for different customers, customer groups, or market
segments? How do you use social media and Web-based technologies to listen to customers, as appropriate?
How do your listening methods vary across the customer life cycle? How do you seek immediate and actionable
feedback from customers on the quality of products, customer support, and transactions?
(2) Listening to Potential Customers How do you listen to former customers, potential customers, and competitors’ customers to obtain actionable information and to obtain feedback on your products, customer support, and
transactions, as appropriate?
b. Determination of Customer Satisfaction and Engagement
(1) Satisfaction and Engagement How do you determine customer satisfaction and engagement? How do your
determination methods differ among your customer groups and market segments, as appropriate? How do your
measurements capture actionable information to use in exceeding your customers’ expectations and securing your
customers’ engagement for the long term?
(2) Satisfaction Relative to Competitors How do you obtain information on your customers’ satisfaction relative to
their satisfaction with your competitors? How do you obtain information on your customers’ satisfaction relative
to the satisfaction of customers of other organizations that provide similar products or relative to industry
benchmarks, as appropriate?
(3) Dissatisfaction How do you determine customer dissatisfaction? How do your measurements capture actionable information to use in meeting your customers’ requirements and exceeding their expectations in the future?
Terms in small caps are defined in the Glossary of Key Terms (pages 44–51).
Notes
3.1. The “voice of the customer” refers to your process
for capturing customer-related information. Voice-of-thecustomer processes are intended to be proactive and continuously innovative so that they capture stated, unstated,
and anticipated customer requirements, expectations, and
desires. The goal is customer engagement. In listening to
the voice of the customer, you might gather and integrate
various types of customer data, such as survey data, focus
group findings, blog comments and data from other social
media, warranty data, marketing and sales information,
and complaint data that affect customers’ purchasing and
engagement decisions.
3.1. For additional considerations on the products and business
of nonprofit organizations, see the notes to P.1a(1) and P.2b.
3
Customer Focus
3.1a(1). Social media and Web-based technologies are
a growing mode of gaining insight into how customers
perceive all aspects of your involvement with them. Use
of social media may include monitoring comments on
blogs you moderate and in social media outlets you do not
control, such as wikis, online forums, and other blogs.
3.1a(1). The customer life cycle begins in the product
concept or pre-sale period and continues through all stages
of your involvement with the customer. These stages might
include relationship building, the active business relationship, and an exit strategy, as appropriate.
3.1b. You might use any or all of the following to determine
customer satisfaction and dissatisfaction: surveys, formal
and informal feedback, customer account histories,
complaints, field reports, win/loss analysis, customer referral
13
rates, and transaction completion rates. You might gather
information on the Web, through personal contact or a
third party, or by mail. Determining customer dissatisfaction should be seen as more than reviewing low customer
satisfaction scores. Dissatisfaction should be independently
determined to identify root causes and enable a systematic
remedy to avoid future dissatisfaction.
other organizations that deliver similar products in a noncompetitive marketplace, or comparisons obtained through
trade or other organizations. Determining relative customer
satisfaction may also involve determining why customers
chose your competitors over you.
For additional guidance on this item, see the Category
and Item Commentary (http://www.nist.gov/baldrige
/publications/business_nonprofit_criteria.cfm).
3.1b(2). Determining relative customer satisfaction may
involve comparisons with competitors, comparisons with
3.2 Customer Engagement: How do you serve customers’ needs to engage them
and build relationships? (45 pts.)
In your response, include answers to the following questions:
a. Product Offerings and Customer Support
(1) Product Offerings How do you determine customer and market requirements for product offerings and
services? How do you identify and adapt product offerings to meet the requirements and exceed the expectations
of your customer groups and market segments (identified in the Organizational Profile)? How do you identify
and adapt product offerings to enter new markets, to attract new customers, and to create opportunities to expand
relationships with current customers, as appropriate?
(2) Customer Support How do you enable customers to seek information and support? How do you enable them
to conduct business with you and give feedback on your products and customer support? What are your key
means of customer support, including your key communication mechanisms? How do they vary for different
customers, customer groups, or market segments? How do you determine your customers’ key support
requirements? How do you ensure that these requirements are deployed to all people and processes involved in
customer support?
(3) Customer Segmentation How do you use information on customers, markets, and product offerings to identify
current and anticipate future customer groups and market segments? How do you consider competitors’
customers and other potential customers and markets in this segmentation? How do you determine which
customers, customer groups, and market segments to emphasize and pursue for business growth?
b. Building Customer Relationships
(1) Relationship Management
How do you market, build, and manage relationships with customers to
• acquire customers and build market share;
• retain customers, meet their requirements, and exceed their expectations in each stage of the customer life
cycle; and
• increase their engagement with you?
How do you leverage social media to enhance customer engagement and relationships with your organization?
(2) Complaint Management How do you manage customer complaints? How do you ensure that complaints are
resolved promptly and effectively? How does your management of customer complaints enable you to recover
your customers’ confidence and enhance their satisfaction and engagement?
Terms in small caps are defined in the Glossary of Key Terms (pages 44–51).
14
2013–2014 Criteria for Performance Excellence
P R O C ESS
Describe how you determine product offerings and communication mechanisms to support your customers.
Describe how you build customer relationships.
Notes
3.2. “Customer engagement” refers to your customers’
investment in or commitment to your brand and product
offerings. Characteristics of engaged customers include
retention and loyalty, willingness to make an effort to do
business—and increase their business—with you, and
willingness to actively advocate for and recommend your
brand and product offerings.
3.2a. “Product offerings” and “products” refer to the
goods and services that you offer in the marketplace. In
identifying product offerings, you should consider all the
important characteristics of products and services and
their performance throughout their full life cycle and the
full consumption chain. The focus should be on features
that affect customer preference and loyalty—for example,
features that differentiate your products from competing
offerings or other organizations’ services. Those features
might include price, reliability, value, delivery, timeliness,
product customization, ease of use, requirements for the use
3
Customer Focus
and disposal of hazardous materials, customer or technical
support, and the sales relationship. Key product features
might also take into account how transactions occur and
factors such as the privacy and security of customer data.
Your results on performance relative to key product features
should be reported in item 7.1, and those for customer
perceptions and actions (outcomes) should be reported in
item 7.2.
3.2a(2). The goal of customer support is to make your
organization easy to do business with and responsive to
your customers’ expectations.
3.2b. Building customer relationships might include developing partnerships or alliances with customers.
For additional guidance on this item, see the Category
and Item Commentary (http://www.nist.gov/baldrige
/publications/business_nonprofit_criteria.cfm).
15
4 Measurement, Analysis, and Knowledge
Management (90 pts.)
The Measurement, Analysis, and Knowledge Management category asks how your organization selects, gathers, analyzes, manages, and improves its data, information, and knowledge assets; how it learns; and how it manages information
technology. The category also asks how your organization uses review findings to improve its performance.
4.1
Measurement, Analysis, and Improvement of Organizational Performance: How do
you measure, analyze, and then improve organizational performance? (45 pts.)
In your response, include answers to the following questions:
a. Performance Measurement
(1) Performance Measures How do you select, collect, align, and integrate data and information to use in tracking
daily operations and overall organizational performance, including progress on achieving strategic objectives
and action plans? What are your key organizational performance measures, including key short-term and
longer-term financial measures? How frequently do you track these measures? how do you use these data and
information to support organizational decision making, continuous improvement, and innovation?
(2) Comparative Data How do you select and ensure the effective use of key comparative data and information to
support operational and strategic decision making and innovation?
(3) Customer Data How do you select and ensure the effective use of voice-of-the-customer and market data
and information (including aggregated data on complaints) to build a more customer-focused culture and to support operational and strategic decision making and innovation? How do you use data and information gathered
through social media, as appropriate?
(4) Measurement Agility How do you ensure that your performance measurement system can respond to rapid or
unexpected organizational or external changes?
b. Performance Analysis and Review
How do you review organizational performance and capabilities? How do you use your key organizational
performance measures in these reviews? What analyses do you perform to support these reviews and ensure that
conclusions are valid? How do your organization and its senior leaders use these reviews to assess organizational
success, competitive performance, financial health, and progress on achieving your strategic objectives and action
plans? How do your organization and its senior leaders use these reviews to assess your ability to respond rapidly
to changing organizational needs and challenges in your operating environment? How does your governance board
review the organization’s performance and its progress on strategic objectives and action plans, if appropriate?
c. Performance Improvement
(1) Best Practices How do you identify organizational units or operations that are high performing? How do you
identify their best practices for sharing?
(2) Future Performance How do you use performance review findings (addressed in 4.1b) and key comparative
and competitive data in projecting future performance? How do you reconcile any differences between these
projections of future performance and performance projections developed for your key action plans
(addressed in 2.2b)?
(3) Continuous Improvement and Innovation How do you use performance review findings (addressed in 4.1b)
to develop priorities for continuous improvement and opportunities for innovation? How do you deploy these
priorities and opportunities to work group and functional-level operations throughout your organization? When
appropriate, how do you deploy the priorities and opportunities to your suppliers, partners, and collaborators to ensure organizational alignment?
Terms in small caps are defined in the Glossary of Key Terms (pages 44–51).
16
2013–2014 Criteria for Performance Excellence
P R O C ESS
Describe how you measure, analyze, review, and improve organizational performance by using data and information at all levels and in all parts of your organization. Describe how your organization uses comparative and
customer data to support decision making.
Notes
by performance measures reported throughout your Criteria
item responses, and they should be guided by the strategic
objectives and action plans you identify in items 2.1 and 2.2.
The reviews might also be informed by internal or external
Baldrige assessments.
4.1. The results of organizational performance analysis and
review should inform the strategic planning you describe in
category 2.
4.1. Your organizational performance results should be
reported in items 7.1–7.5.
4.1b. Performance analysis includes examining performance
trends; organizational, industry, and technology projections; and comparisons, cause-effect relationships, and
correlations. This analysis should support your performance
reviews, help determine root causes, and help set priorities
for resource use. Accordingly, such analysis draws on all
types of data: product performance, customer-related,
financial and market, operational, and competitive. The
analysis should also draw on publicly mandated measures,
when appropriate.
4.1a. Data and information from performance measurement
should be used to support fact-based decisions that set and
align organizational directions and resource use at the work
unit, key process, department, and organization levels.
4.1a(2). Comparative data and information are obtained
by benchmarking and by seeking competitive comparisons.
Benchmarking is identifying processes and results that represent best practices and performance for similar activities,
inside or outside your industry. Competitive comparisons
relate your performance to that of competitors and other
organizations providing similar products and services. One
source of this information might be social media or the Web.
For additional guidance on this item, see the Category
and Item Commentary (http://www.nist.gov/baldrige
/publications/business_nonprofit_criteria.cfm).
4.1b. Organizational performance reviews should be
informed by organizational performance measurement and
4.2 Knowledge Management, Information, and Information Technology:
How do you manage your organizational knowledge assets, information,
and information technology? (45 pts.)
In your response, include answers to the following questions:
a. Organizational Knowledge
(1) Knowledge Management
•
•
•
•
How do you
collect and transfer workforce knowledge;
transfer relevant knowledge from and to customers, suppliers, partners, and collaborators;
share and implement best practices; and
assemble and transfer relevant knowledge for use in your innovation and strategic planning processes?
(2) Organizational Learning How do you use your knowledge and resources to embed learning in the way your
organization operates?
b. Data, Information, and Information Technology
(1) Data and Information Properties How do you manage your organizational data and information to ensure their
accuracy, their integrity and reliability, their timeliness, and their security and confidentiality?
(2) Data and Information Availability How do you make needed data and information available in a user-friendly
format to your workforce, suppliers, partners, collaborators, and customers, as appropriate?
(3) Hardware and Software Properties How do you ensure that hardware and software are reliable, secure, and
user-friendly?
(4) Emergency Availability In the event of an emergency, how do you ensure that hardware and software systems
and data and information continue to be available to effectively serve customers and business needs?
Terms in small caps are defined in the Glossary of Key Terms (pages 44–51).
Note
4.2b(2). Access to data and information might be via
electronic or other means.
4
Measurement, Analysis, and Knowledge Management
For additional guidance on this item, see the Category
and Item Commentary (http://www.nist.gov/baldrige
/publications/business_nonprofit_criteria.cfm).
17
PROC ESS
Describe how your organization manages and grows its knowledge assets and learns. Describe how you ensure
the quality and availability of the data, information, software, and hardware needed by your workforce, suppliers, partners, collaborators, and customers.
5 Workforce Focus (85 pts.)
The Workforce Focus category asks how your organization assesses workforce capability and capacity needs and
builds a workforce environment conducive to high performance. The category also asks how your organization engages,
manages, and develops your workforce to utilize its full potential in alignment with your organization’s overall mission,
strategy, and action plans.
5.1 Workforce Environment: How do you build an effective and
supportive workforce environment? (40 pts.)
In your response, include answers to the following questions:
a. Workforce Capability and Capacity
(1) Capability and Capacity How do you assess your workforce capability and capacity needs, including the
skills, competencies, certifications, and staffing levels you need?
(2) New Workforce Members How do you recruit, hire, place, and retain new workforce members? How do
you ensure that your workforce represents the diverse ideas, cultures, and thinking of your hiring and customer
community?
(3) Work Accomplishment
How do you organize and manage your workforce to
• accomplish your organization’s work,
• capitalize on your organization’s core competencies,
• reinforce a customer and business focus, and
• exceed performance expectations?
(4) Workforce Change Management How do you prepare your workforce for changing capability and
capacity needs? How have these needs, including staffing levels, changed over time? How do you manage your
workforce, its needs, and your needs to ensure continuity, prevent workforce reductions, and minimize the
impact of such reductions, if they become necessary? How do you prepare for and manage periods of workforce
growth?
b. Workforce Climate
(1) Workplace Environment How do you address workplace environmental factors to ensure and improve workforce health and security and workplace accessibility? What are your performance measures and improvement
goals for each of these workforce factors? For your different workplace environments, what significant differences are there in these factors and their performance measures or targets?
(2) Workforce Benefits and Policies How do you support your workforce via services, benefits, and policies?
How do you tailor these to the needs of a diverse workforce and different workforce groups and segments?
What key benefits do you offer your workforce?
Terms in small caps are defined in the Glossary of Key Terms (pages 44–51).
18
2013–2014 Criteria for Performance Excellence
P R O C ESS
Describe how you manage workforce capability and capacity to accomplish your organization’s work.
Describe how you maintain a supportive and secure work climate.
Notes
5.1. “Workforce” refers to the people actively involved in
accomplishing your organization’s work. It includes permanent, temporary, and part-time personnel, as well as any
contract employees you supervise. It includes team leaders,
supervisors, and managers at all levels. People supervised
by a contractor should be addressed in categories 2 and
6 as part of your larger work system strategy and your
internal work processes. For organizations that also rely on
volunteers, “workforce” includes these volunteers.
5.1a. “Workforce capability” refers to your organization’s
ability to carry out its work processes through its people’s
knowledge, skills, abilities, and competencies. Capability
may include the ability to build and sustain relationships
with customers; innovate and transition to new technologies; develop new products, services, and work processes;
and meet changing business, market, and regulatory
demands.
“Workforce capacity” refers to your organization’s ability
to ensure sufficient staffing levels to carry out its work
processes and successfully deliver products to customers,
including the ability to meet seasonal or varying demand
levels.
5
Workforce Focus
5.1a. Your assessment of workforce capability and capacity
needs should consider not only current needs but also
future requirements based on the strategic objectives and
action plans you identify in category 2.
5.1a(2). This requirement refers only to new workforce
members. The retention of existing workforce members is
considered in item 5.2, Workforce Engagement.
5.1a(4). Preparing your workforce for changing capability
and capacity needs might include training, education,
frequent communication, consideration of workforce
employment and employability, career counseling, and
outplacement and other services.
5.1b(1). Workplace accessibility maximizes productivity by
eliminating barriers that can prevent people with disabilities
from working to their potential. A fully inclusive workplace
is physically, technologically, and attitudinally accessible.
For additional guidance on this item, see the Category
and Item Commentary (http://www.nist.gov/baldrige
/publications/business_nonprofit_criteria.cfm).
19
5.2 Workforce Engagement: How do you engage your workforce to achieve
organizational and personal success? (45 pts.)
In your response, include answers to the following questions:
a. Workforce Performance
(1) Elements of Engagement How do you determine the key elements that affect workforce engagement? How
do you determine these elements for different workforce groups and segments?
(2) Organizational Culture How do you foster an organizational culture that is characterized by open communication, high-performance work, and an engaged workforce? How do you ensure that your organizational
culture benefits from the diverse ideas, cultures, and thinking of your workforce?
(3) Performance Management How does your workforce performance management system support high
performance and workforce engagement? How does it consider workforce compensation, reward, recognition, and incentive practices? How does it reinforce intelligent risk taking to achieve innovation, reinforce a
customer and business focus, and reinforce achievement of your action plans?
b. Assessment of Workforce Engagement
(1) Assessment of Engagement How do you assess workforce engagement? What formal and informal assessment methods and measures do you use to determine workforce engagement, including satisfaction? How do
these methods and measures differ across workforce groups and segments? How do you use other indicators,
such as workforce retention, absenteeism, grievances, safety, and productivity, to assess and improve workforce engagement?
(2) Correlation with Business Results How do you relate findings from your assessment of workforce engagement to key business results reported in category 7 to identify opportunities for improvement in both workforce
engagement and business results?
c. Workforce and Leader Development
(1) Learning and Development System How does your learning and development system support the organization’s needs and the personal development of your workforce members, managers, and leaders? How does the
system
• address your organization’s core competencies, strategic challenges, and achievement of its short-term
and long-term action plans;
• support organizational performance improvement and innovation;
• support ethics and ethical business practices;
• improve customer focus;
• ensure the transfer of knowledge from departing or retiring workforce members; and
• ensure the reinforcement of new knowledge and skills on the job?
(2) Effectiveness of Learning and Development How do you evaluate the effectiveness and efficiency of your
learning and development system?
(3) Career Progression How do you manage effective career progression for your workforce members? How do
you carry out effective succession planning for management and leadership positions?
Terms in small caps are defined in the Glossary of Key Terms (pages 44–51).
20
2013–2014 Criteria for Performance Excellence
PR O C ESS
Describe how you develop workforce members, managers, and leaders to achieve high performance, including how you engage them in improvement and innovation.
Notes
5.2. “Elements that affect workforce engagement” refer to
the drivers of workforce members’ commitment, both emotional and intellectual, to accomplishing the organization’s
work, mission, and vision.
5.2a(2), 5.2a(3). Understanding the characteristics of highperformance work environments, in which people do their
utmost for their customers’ benefit and the organization’s
success, is key to understanding and building an engaged
workforce. These characteristics are described in detail in
the definition of high-performance work (page 46).
5.2a(3). Compensation, recognition, and related reward
and incentive practices include promotions and bonuses
that might be based on performance, skills acquired, and
other factors. Recognition can include monetary and nonmonetary, formal and informal, and individual and group
mechanisms. In some government organizations, compensation systems are set by law or regulation; therefore, reward and
recognition systems must use other options.
5
Workforce Focus
5.2b(2). In identifying improvement opportunities, you
might draw on the workforce-focused results you report in
item 7.3. You might also address workforce-related opportunities based on their impact on the results you report in
other category 7 items.
5.2c. Your response should include how you address any
unique considerations for workforce development, learning,
and career progression that stem from your organization. Your response should also consider the breadth of
development opportunities you might offer, including
education, training, coaching, mentoring, and work-related
experiences.
For additional guidance on this item, see the Category
and Item Commentary (http://www.nist.gov/baldrige
/publications/business_nonprofit_criteria.cfm).
21
6 Operations Focus (85 pts.)
The Operations Focus category asks how your organization designs, manages, and improves its products and work
processes and improves operational effectiveness to deliver customer value and achieve organizational success and
sustainability.
6.1 Work Processes: How do you design, manage, and improve your
key products and work processes? (45 pts.)
In your response, include answers to the following questions:
a. Product and Process Design
(1) Design Concepts How do you design your products and work processes to meet all key requirements? How
do you incorporate new technology, organizational knowledge, product excellence, and the potential need for agility into these products and processes?
(2) Product and Process Requirements How do you determine key product requirements? How do you determine
key work process requirements? What are your organization’s key work processes? What are the key requirements for these work processes?
b. Process Management
(1) Process Implementation How does your day-to-day operation of work processes ensure that they meet
key process requirements? What key performance measures or indicators and in-process measures do you
use to control and improve your work processes? How do these measures relate to end-product quality and
performance?
(2) Support Processes How do you determine your key support processes? What are your key support processes? How does your day-to-day operation of these processes ensure that they meet k...
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