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Edgerton Examiner Training

Edgerton Examiner Training . The Nebraska Performance Excellence Center Leading Nebraska organizations to achieve world-class performance  2011. Introductions. Name Affiliation Experience. Expectations. Why would you like to become an Edgerton Examiner?

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Edgerton Examiner Training

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  1. Edgerton Examiner Training The Nebraska Performance Excellence Center Leading Nebraska organizations to achieve world-class performance  2011

  2. Introductions • Name • Affiliation • Experience

  3. Expectations Why would you like to become an Edgerton Examiner? What do you want to learn about today?

  4. Administrative Information Breaks Lunch Restrooms Cell phones

  5. Agenda • NPEC-Edgerton-Baldrige connections • Edgerton Process, Examiner Role • Criteria/Application Structure • Key Factors, Process Items, Results Items, & Key Themes • Consensus

  6. Nebraska Performance Excellence Center Established in 2010, the Nebraska Performance Excellence Center (NPEC) is the result of a strategic transition of the Nebraska Edgerton Award Program from the Nebraska Department of Economic Development and the ASQ Nebraska Section 1302 to an administration and support structure that will ensure long-term sustainability and responsiveness to organizational needs.

  7. NPEC www.nebraskaexcellence.org

  8. Provides information, training and evaluation for performance excellence based on the Malcolm Baldrige National Quality Program. The Nebraska Edgerton Award Program

  9. National Award Limited no. of awards Not all applicants advance to a site visit Program comparison State award 3 levels Less restrictive eligibility requirements Feeder system for MBNQA Edgerton Baldrige

  10. Commitment Progress Excellence Edgerton Recognition

  11. The Criteria for Performance Excellence – Core Values A set of beliefs and behaviors found in high performing organizations which are embedded into the Criteria.

  12. Core Values • Focus on the Future • Managing by Innovation • Management by Fact • Social Responsibility • Focus on Results and Creating Value • Systems Perspective

  13. Core Values • Visionary leadership • Customer-driven excellence • Organizational and personal learning • Valuing workforce members and partners • Agility

  14. Process Flow for Edgerton Applicant applies for an Examination Site Visit Score book populated with Comments & Scores by Team Team Leader & Examiner team are selected Final Report to Applicant Consensus Call Examiners are assigned areas Score book Updated Examiner Independent Review Judges Review

  15. Examiner Responsibilities • Maintain the highest ethical standards • Remember the customers are the Edgerton applicant, the Edgerton judges, other team members • Provide a value-added feedback report

  16. Ethics • Edgerton Examiners are governed by a code of ethics that promotes integrity, fairness, and confidentiality. • You will sign a code of ethics and confidentiality agreement prior to review of an application.

  17. Code of Ethical Conduct Protect the integrity of the award process Exhibit professional conduct at all times Protect the promise of confidentiality

  18. Real or Perceived Employer, including current and past Customers, suppliers, and competitors Stock Ownership, other financial holdings Misuse of significant personal knowledge Avoid Conflicts of Interest

  19. Application information is confidential Do not make copies of the application Do not make contact with the applicant Electronic information requires special attention—hard drives, faxes, e-mail, and cell phones Maintain Confidentiality

  20. I belong to a professional organization that keeps members updated on changes in the industry. I learned that the organization that I am evaluating for the Edgerton Award will merge with its competitor. The board will vote after the first of the year to finalize the merger. Can I share this information with my team? Ethics Energizer

  21. The Baldrige Framework: A Systems Perspective

  22. Criteria Overview

  23. Key Characteristics of Criteria for Performance Excellence • Focus on Results • Non-prescriptive and adaptable • Support a systems perspective • Support goal based diagnosis

  24. Application Structure Organizational Profile—sets the context Categories 1-6—process, the “how” and “what” the organization does to contribute to organizational performance and to key outcomes (results) Category 7—results, data supporting successful outcomes

  25. Independent Review

  26. Independent Review Receive application Materials Needed: Scorebook Navigator Password, Criteria Check for conflicts Read entire application through once.

  27. During Independent Review Post key factors and 1 item by deadline set by team leader DO NOT use the applicant name in writing or speaking during the entire review process

  28. What are Key Factors? Key factors are significant attributes of an organization that influence the way the organization operates. Concise, bulleted statements . Generally 1-2 pages in length. Examiners use key factors to focus their assessment on what is important to the applicant.

  29. Where are Key Factors Found? Derived from the Eligibility form Organizational Profile Application May be revised through the evaluation process as determined by consensus and site visit

  30. Key Factors Exercise Using Pre-work Application: What are the Key Factors of the applicant?

  31. Consolidate Key Factors Team leader consolidates Key Factors Consolidated list is posted in Scorebook Navigator Team members use consolidated list for Key Factors for the assigned applicant

  32. Summary Key factors worksheet is used to develop comments and score the applicant Key factors are aspects of the organization that are used to determine the importance of the “Strengths” and “OFI’s”

  33. NuGrain - Laboratory Technology Break Time

  34. Independent Review Process Items

  35. Analyzing a Process Item The purpose of Process Items is to permit diagnosis of the organization’s most important processes — the ones that contribute most to organizational performance improvement and contribute to key outcomes or performance results.

  36. “Importance” as a Scoring Consideration “A critical consideration in evaluation and feedback is the importance of…reported processes and results to key business factors. The areas of greatest importance should be identified in…[the] Organizational Profile and in Items such as 2.1, 2.2, 3.1, 5.1, 5.2, and 6.1. …key customer requirements, competitive environment, workforce needs, key strategic objectives, and action plans are particularly important.” from Business/Nonprofit Criteria p. #64

  37. Assessing Process Maturity “In the Baldrige Scoring System the process achievement level is based on four factors that can be assessed for each of an organization’s key processes: Approach, Deployment, Learning, and Integration.” From Glossary entry for Process

  38. Assessing Process Maturity

  39. Assessing Process Maturity - Approach 0-5% NO SYSTEMATIC approach to Item requirements; information is ANECDOTAL 10-25% BEGINNING of a SYSTEMATIC approach to the BASIC requirements 30-45% An EFFECTIVE, SYSTEMATIC approach to the BASIC requirements 50-65% An EFFECTIVE SYSTEMATIC approach to the OVERALL requirements 70-85% An EFFECTIVE SYSTEMATIC approach to the MULTIPLE requirements 90-100% An EFFECTIVE SYSTEMATIC approach FULLY RESPONSIVE to the MULTIPLE requirements

  40. Assessing Process Maturity - Deployment Deployment = extent to which an approach is applied in addressing the requirements of the Criteria; evaluated on the basis of breadth and depth of application. Deployment is process specific, i.e., when “areas” is used in the Scoring Guidelines they vary from Item to Item. Examples: Category 1 – departments, stakeholders, key processes Category 3 – customer segments or requirements Category 5 – workforce segments, locations, departments

  41. Assessing Process Maturity - Deployment 0-5% LITTLE OR NO DEPLOYMENT ofANY systematic approach is evident 10-25% The approach is in the EARLY STAGES OF DEPLOYMENTin MOST AREAS OR WORK UNITS,inhibiting progress in achievingBASIC requirements 30-45% Approach IS DEPLOYED, although SOME AREAS OR WORK UNITS are in the EARLY STAGES OF DEPLOYMENT 50-65% Approach is WELL DEPLOYED although DEPLOYMENT MAY VARY in some areas or work units 70-85% Approach is WELL DEPLOYED,with NO SIGNIFICANT GAPS 90-100% Approach is FULLY DEPLOYED WITHOUT SIGNIFICANT WEAKNESSES OR GAPS in ANY areas or work units

  42. Assessing Process Maturity - Learning Learning = new knowledge or skills acquired through evaluation, study, experience and innovation. Criteria deal with two distinct kinds of learning: organizational and personal. Assessment of process maturity is concerned with organizational learning.

  43. Assessing Process Maturity - Learning • There are three dimensions of organizational learning: • Continuous improvement of existing processes • Innovation leading to breakthrough changes • Knowledge sharing of such improvements and innovations

  44. Assessing Process Maturity - Learning 0-5% An IMPROVEMENT ORIENTATIONIS NOT EVIDENT;improvement achieved through REACTING TO PROBLEMS 10-25% Early stages of a TRANSITION FROM REACTING TO PROBLEMS to a GENERAL IMPROVEMENT ORIENTATION are evident 30-45% BEGINNING OF A SYSTEMATIC approach to EVALUATION AND IMPROVEMENT of key processes is evident 50-65% FACT-BASED, SYSTEMATIC evaluation and improvement PROCESS and some ORGANIZATIONAL LEARNING, INCLUDING INNOVATION, are in place for improving the efficiency and effectiveness of key processes 70-85% Fact-based, systematic evaluation and improvement and organizational learning including innovation ARE KEY MANAGEMENT TOOLS;there is CLEAR EVIDENCE OF REFINEMENT as a result of organizational-level analysis and sharing 90-100% Fact-based, systematic …THROUGH innovation are key ORGANIZATION-WIDE tools; refinement and innovation backed by analysis and sharing ARE EVIDENT THROUGHOUT the organization.

  45. Assessing Process Maturity - Integration Integration = harmonization of plans, processes, information, resource decisions, actions, results, and analyses to support goals Effective integration goes beyond alignment and is achieved when individual components operate as a fully interconnected unit.

  46. Alignment and Integration

  47. Assessing Process Maturity - Integration 0-5% NO organizational ALIGNMENT is evident;individual AREAS OR WORK UNITS OPERATEINDEPENDENTLY 10-25% Approach IS ALIGNED with other AREAS OR WORK UNITS largely through JOINT PROBLEM SOLVING 30-45% Approach is in the EARLY STAGES OF ALIGNMENT with BASIC ORGANIZATIONAL NEEDS identified in the Org. Profile and other Process Items 50-65% Approach IS ALIGNED with ORGANIZATIONAL NEEDS identified in Org. Profile and other Process Items 70-85% Approach IS INTEGRATED with organizational needs identified in Org. Profile and other Process Items 90-100% Approach IS WELL INTEGRATED with organizational needs identified in the Org. Profile and other Process Items

  48. Process Item Scoring Grid

  49. Writing Process Comments Nu Grain Research & Related Publications

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