Baldrige Performance Excellence Research Articles

Mapping of Various Quality Management System Model to ISO 9001:2015

Measurement of Quality Management Systems (QMS) in construction projects is very important to assess the fulfillment of quality standards. A comprehensive and up-to-date standard setting is paramount. Much research has been done to develop a Quality Management System (QMS), but only focused on the quality management system in general by means of interviews and statistics. There are still only a few studies that focus on determining quality variables based on ISO 9001:2015, but they do not consider other Quality Management Systems (QMS) to obtain variables that are not in ISO 9001 2015. This research aimed to map out ISO 9001:2015 to find additional variables that are not present inside it. Six Sigma, Deming, Total Quality Management (TQM), Quality Management System (QMS), Baldrige Performance Excellence Framework, and LEAN Manufacturing are models for developing Quality Management Systems (QMS) that are widely applied in the construction industry today. This research produced eight additional variables as audit materials, which were expected to make ISO 9001:2015 better in its application and development in construction services. The eight variables were breaking down barriers between departments, eliminating pressure, eliminating arbitrary numerical targets, respecting people, contributing to society, reducing cycle time, increasing process transparency, and focusing on global process control. This research provides factors from a more varied and up-to-date quality management system that complements ISO 9001:2015
 Keywords: mapping, Measurement of Quality Management System (QMS)

The strengths and opportunities for improvement of the Baldrige Performance Excellence Program

This research investigates the strengths and opportunities for improvement of the National Institute of Standards and Technology’s (NIST’s) Baldrige Performance Excellence Program (BPEP) in terms of designing the Malcolm Baldrige Excellence Framework (MBEF) and its deployment (promoting the MBEF, facilitating its use, and awarding Business Excellence (BE)) within the United States. Data were collected directly from NIST and compared to the data from 28 other BE Custodians (BECs) from 26 countries to identify the BE promotion, facilitation, and award related activities that the other BECs could learn from the BPEP and the best practices that the BPEP could learn from the other BECs. It was found that BPEP’s key strengths are a) the design of the MBEF, with 34.5% of BECs adopting it, second only to the EFQM with 44.8% adopters b) the awards process is robust with NIST rating its processes in this area more highly than in other areas. The BPEP’s key opportunities for improvement were in increasing the awareness of BE and facilitating organizations to use a BE approach. Recommendations are provided on how the BPEP can be improved, with examples of practices used by other BECs.

Improvement project in higher education institutions: A BPEP-based model.

Improvement projects (IPs) are a fundamental element in any quality management system from any organization. In Higher Education Institutions (HEIs), IPs are constantly implemented to maintain excellence in academic and administrative processes. In this study, we propose a model for IP implementation that is based on the Baldrige Performance Excellence Program (BPEP). As a part of the model, we propose a series of research hypotheses to be tested. The data used to test the hypotheses were gathered from a questionnaire that was developed after an extensive literature review. The survey was administered to Mexican public HEIs, and more than 700 responses were collected. The data were assessed in terms of convergent and discriminant validity, obtaining satisfactory results. To test the proposed relationships between the model constructs, we utilized Structural Equation Modeling (SEM) using the software IBM SPSS Amos. The analysis confirmed the statistical validity of both the model and the hypotheses. In conclusion, our model for IP implementation is a useful tool for HEIs that seek to attain excellence in their processes through IPs.

A Public Health Performance Excellence Improvement Strategy: Diffusion and Adoption of the Baldrige Framework Within Tennessee Department of Health.

In 2011, Tennessee was faced with poor state health rankings with newly elected officials promoting customer-focused government. To refocus, the Tennessee Department of Health chose a multiyear plan to adopt, diffuse, and integrate the Malcolm Baldrige Performance Excellence framework. Senior leaders changed the organizational culture using participatory strategic planning coupled with introduction of performance improvement initially led by departmental staff who volunteered for training by the state Baldrige affiliate. New tools and processes were diffused across the department's central and regional offices and county health departments. Departmental units documented performance improvement through hundreds of internal projects and more than 100 innovation-driven Baldrige achievement awards. Over time, performance improvement approaches were integrated into existing departmental programs and new initiatives, leading to additional successful process changes and population health improvements. The department's approach included multiple steps: adopt Baldrige Performance Excellence as means to promote culture change with a goal of improved organizational and population health performance; use the visual Baldrige framework and its categories to underscore inclusiveness, comprehensiveness, and synergies of desired change; choose, invest in, and implement multiple evidence-based management strategies to support culture change toward improvement; and continuously evaluate outcomes, linked to required reports to suppliers (governor and legislators) and customers (public, patients, and partners). The Baldrige Performance Excellence framework was found to be an effective approach to promote culture change through emphasizing improvement in a public health organization.

Excellence models as complex management systems

PurposeWhen appropriately implemented, excellence models such as the Shingo operational excellence model (SOEM), Baldrige performance excellence model and EFQM business excellence model aid enterprise quests for sustained superior results across varied dimensions. Evidence supporting this statement abounds in the literature and in practice. The models, however, tend to be driven by experience, rather than grounded in theory. The purpose of this paper is to explore theoretical underpinnings for such models, with the SOEM used for illustrative purposes.Design/methodology/approachManagement theory, systems theory and excellence modeling are integrated to yield a complex management systems based operational excellence model. Correspondence of this model with the SOEM is explored. Key elements considered include contextual factors external to the enterprise, diverse stakeholders, mediating forces, enterprise culture and representative enterprise processes.FindingsUnderstanding the theoretical underpinnings of excellence models—their elements and the interactions and synergies of these elements—enables more sure adaptation of such models to specific enterprise contexts, and more sure course corrections whenever corrections are needed.Originality/valueMany excellence models exist, their usefulness largely validated by anecdotal or empirical evidence. Such validation is important, but falls short of theoretically grounding these models. The approach taken herein serves to unify theory, empirical evidence and anecdotes, thus placing excellence models on more solid ground.

Baldrige Criteria Illuminate the Steps to Achieve Quality Care

Baldrige Criteria Illuminate the Steps to Achieve Quality Care

Survey on value factors influencing the quality of medical Joint-PhD education: from the angle of Baldrige Performance Excellence program

Objective Joint-PhD program is an effective way to cultivate international creative talents. Survey on intrinsic value factors of this mode is significant to improve the quality of medical educa-tion. Methods According to the questionnaire results and reports of 104 medical doctorates who attended the Joint-PhD program in PUHSC, Baldrige Performance Excellence was taken as theoretical framework. Results It showed that index influencing the quality of Joint-PhD education include social responsibility; stakeholders' expectation and market requirements; information and knowledge management support and so on. Conclusion In the process of doctoral education, advocating value of social responsibility, paying attention to the expectations of stakeholders, and attaching importance to the validity of education manage-ment ser-vices help to understand the intrinsic value of the quality management from the top universities in the world, in order to fundamentally improve the quality of doctoral education. Key words: World-class; Joint-PhD program; Quality of medical doctorate education; Value factor; Baldrige Performance Excellence

Strategies to Implement the Baldrige Criteria for Performance Excellence

Only a small number of U.S. businesses have adopted the Baldrige Performance Excellence Program. The purpose of this multiple case study was to explore strategies that executive business leaders use to implement the Baldrige Criteria for Performance Excellence. The study population consisted of six business executives and two organizations in the U.S. state of Texas, all with experience in implementing the Baldrige Criteria for Performance Excellence. The theory of high performance work systems provided the conceptual framework for the study. Data were gathered from interviews and record reviews that were conducted within the organizations. Inductive analysis was used to identify words, phrases, ideas, and actions that were consistent among participants and organizations as well as patterns and themes. Triangulation of sources between the interview and record review data was used for consistency. Three main themes emerged from data analysis: organizations embedded the Baldrige Criteria for Performance Excellence into native work models; they also used robust strategy deployment systems with accountability for action plans to spread the Baldrige Criteria for Performance Excellence; and, rather than specifically create goals to align with the Baldrige Criteria for Performance Excellence, they identified actions to reach organizational strategic goals that were molded using the Baldrige Criteria for Performance Excellence as a business model.

Strategies to Implement the Baldrige Criteria for Performance Excellence

Only a small number of U.S. businesses have adopted the Baldrige Performance Excellence Program. The purpose of this multiple case study was to explore strategies that executive business leaders use to implement the Baldrige Criteria for Performance Excellence. The study population consisted of six business executives and two organizations in the U.S. state of Texas, all with experience in implementing the Baldrige Criteria for Performance Excellence. The theory of high performance work systems provided the conceptual framework for the study. Data were gathered from interviews and record reviews that were conducted within the organizations. Inductive analysis was used to identify words, phrases, ideas, and actions that were consistent among participants and organizations as well as patterns and themes. Triangulation of sources between the interview and record review data was used for consistency. Three main themes emerged from data analysis: organizations embedded the Baldrige Criteria for Performance Excellence into native work models; they also used robust strategy deployment systems with accountability for action plans to spread the Baldrige Criteria for Performance Excellence; and, rather than specifically create goals to align with the Baldrige Criteria for Performance Excellence, they identified actions to reach organizational strategic goals that were molded using the Baldrige Criteria for Performance Excellence as a business model.

Spiritual leadership as a model for performance excellence: a study of Baldrige award recipients

Issues regarding workplace spirituality and spiritual leadership have received increased attention in the organizational sciences. The implications of workplace spirituality for leadership theory, research, and practice make this a fast growing area of new research and inquiry by scholars. The purpose of this research was to test a dynamic relationship between the revised spiritual leadership model, consisting of inner life, spiritual leadership (comprised of hope/faith, vision, and altruistic love), spiritual well-being (i.e. a sense of calling and membership), and key organizational outcomes in a sample of Baldrige Performance Excellence Program award recipients. With structural equation modeling, results revealed a positive and significant relationship between spiritual leadership and several outcomes considered essential for performance excellence, including organizational commitment, unit productivity, and life satisfaction. These relationships were explained or mediated by spiritual well-being. Implications for research and practice are discussed.

TH‐D‐204‐00: The Pursuit of Radiation Oncology Performance Excellence

The Malcolm Baldrige National Quality Improvement Act was signed into law in 1987 to advance U.S. business competitiveness and economic growth. Administered by the National Institute of Standards and Technology NIST, the Act created the Baldrige National Quality Program, now renamed the Baldrige Performance Excellence Program. The comprehensive analytical approaches referred to as the Baldrige Healthcare Criteria, are very well suited for the evaluation and sustainable improvement of radiation oncology management and operations. A multidisciplinary self‐assessment approach is used for radiotherapy program evaluation and development in order to generate a fact based knowledge driven system for improving quality of care, increasing patient satisfaction, building employee engagement, and boosting organizational innovation. The methodology also provides a valuable framework for benchmarking an individual radiation oncology practice against guidelines defined by accreditation and professional organizations and regulatory agencies. Learning Objectives: To gain knowledge of the Baldrige Performance Excellence Program as it relates to Radiation Oncology. To appreciate the value of a multidisciplinary self‐assessment approach in the pursuit of Radiation Oncology quality care, patient satisfaction, and workforce commitment. To acquire a set of useful measurement tools with which an individual Radiation Oncology practice can benchmark its performance against guidelines defined by accreditation and professional organizations and regulatory agencies.

TH‐D‐204‐01: The Pursuit of Radiation Oncology Performance Excellence

The Malcolm Baldrige National Quality Improvement Act was signed into law in 1987 to advance U.S. business competitiveness and economic growth. Administered by the National Institute of Standards and Technology NIST, the Act created the Baldrige National Quality Program, now renamed the Baldrige Performance Excellence Program. The comprehensive analytical approaches referred to as the Baldrige Healthcare Criteria, are very well suited for the evaluation and sustainable improvement of radiation oncology management and operations. A multidisciplinary self‐assessment approach is used for radiotherapy program evaluation and development in order to generate a fact based knowledge driven system for improving quality of care, increasing patient satisfaction, building employee engagement, and boosting organizational innovation. The methodology also provides a valuable framework for benchmarking an individual radiation oncology practice against guidelines defined by accreditation and professional organizations and regulatory agencies. Learning Objectives: To gain knowledge of the Baldrige Performance Excellence Program as it relates to Radiation Oncology. To appreciate the value of a multidisciplinary self‐assessment approach in the pursuit of Radiation Oncology quality care, patient satisfaction, and workforce commitment. To acquire a set of useful measurement tools with which an individual Radiation Oncology practice can benchmark its performance against guidelines defined by accreditation and professional organizations and regulatory agencies.

The Challenge of Being Outstanding: A Look Back and Ahead After 25 Years of Guiding Business Excellence

The management of organizational performance is a challenge faced by every business, nonprofit, and government organization. The attributes of an outstanding organization have evolved over time as complexity has increased and change has become constant. The Baldrige Performance Excellence Program has closely tracked these attributes and changes to always reflect the leading edge of management practice. What these attributes and changes are, the challenges CEOs and organizations face today, and performance management areas that will need attention in the future are explored.

Small-Town Touch, Big-City Innovation, World-Class Aspirations

The healthcare system in the United States is at a critical crossroads. Costs are rising, measures of healthcare quality are well below those of other industrialized nations, and public and regulatory scrutiny is increasing. Healthcare leaders are searching for more effective, efficient, and sustainable operational models to address the mounting challenges they face. We at Schneck Medical Center in Seymour, Indiana, chose the Baldrige Excellence Framework to guide our organization, to accelerate our performance improvement journey, and to create sustainable results in our core services. The Baldrige Framework uses a systematic approach to innovation and improvement in seven key management areas. These seven areas were leadership; strategic planning; customer focus; measurement, analysis, and knowl- edge management; workforce focus; operations focus; and results (Baldrige Performance Excellence Program 2015). In this article, we describe our Baldrige journey. We address why we chose to use the Framework, how we engaged our key stakeholders, and what challenges we faced and lessons we learned along the way. In addition, we detail how Schneck's focus on performance improvement has resulted in significant returns to the organization. Throughout the article, we refer to our pursuit of performance excellence as a "journey," and it is indeed just that. Quality improvement takes time, because it is a transformation with many steps. World-class performance is attainable only with years of work and constant refinement.

Improving Ourselves for the Sake of Others: Our Baldrige Journey

In today's healthcare environment, healthcare organizations are trying to balance one foot in each oftwo boats: one for traditional fee-for-service reimbursement and one for population health and pay-for-quality reimbursement. The Baldrige Performance Excellence Program and its associated Criteria will help healthcare leaders navigate this changing environment and improve healthcare outcomes for patients while improving financial performance, enhancing the patient experience, and creating a positive work environment. This balanced approach, grounded in behaviors identified in high-performing organizations, provides leaders and their teams with the key to realizing strategic goals and long-term sustainability. The Baldrige Criteria alone will not improve an organization; rather, it is the unique and disciplined application of the Criteria to each organization that makes the difference. A Baldrige journey is not a sprint, but rather a marathon; it requires a long-term commitment to improvement at all levels of the organization. At Hill Country Memorial (HCM) Hospital in Fredericksburg, Texas, we selected the Baldrige Framework to guide our team as we embarked on a performance excellence climb that would take us from merely average to the national top io percent of performance as evaluated on important organizational metrics. HCM did not achieve overnight success; instead, we achieved year-over-year improvement in finance and growth, patient experience, quality of care, and workforce environment and engagement. The story of our climb is one of perseverance, willingness to learn from our mistakes, pursuit of innovative best practices both inside and outside of healthcare, and a team committed to providing the highest-quality service to our customers--our patients and our community.

Business excellence through sustainable change management

Purpose – The purpose of the paper is to make a case for achieving business excellence through sustainable change management. Business excellence is defined through the Baldrige Performance Excellence Criteria. Sustainable change management has three pillars: enlightened leadership to provide change direction, great project management to manage technical aspects of change, and excellent talent management for implementing the change. All three pillars will be discussed in this paper along with successful examples of sustainable change management practices from various sectors. Design/methodology/approach – The paper is a synopsis of professional work done by the author over 38 years in achieving business excellence and managing sustainable change in professional and personal arena. Findings – The paper provides insights about how sustainable change is achieved to propel an entity toward business excellence. It suggests that leadership is central in initiating the change for the benefit of the enterprise. To successfully manage change, strong project management skills are crucial. Without proper talent management, change initiatives will falter. Originality/value – This paper fulfills a global need on how to achieve business excellence through sustainable change management.

Building a Foundation for Success: Performance Excellence Journey

AbstractThe civil engineering profession has long recognized the need for engineers at all levels to enhance their technical expertise with business, leadership, and management capabilities. During its 17-year journey to strengthen the organization, Freese and Nichols found the Baldrige Performance Excellence Criteria to be the most effective guide for building leadership and management skills that deliver planned, sustainable business success. To help educate other engineering firms about the benefits of adopting performance excellence strategies, this article describes the impact of strategic planning and leadership development in building a foundation for organizational success.

On the social value of quality: An economic evaluation of the Baldrige Performance Excellence Program

This study estimates the net social value of the Baldrige Performance Excellence Program. It focuses specifically on a survey population of 273 applicants for the Malcolm Baldrige National Quality Award since 2006. Using a counterfactual evaluation method, social benefits have been quantified from the responses of 45 Award applicants to a web-based survey. We estimate the ratio of all measured social benefits to costs to be between 351:1 and 820:1. This finding certainly supports the belief that the Baldrige Program creates considerable value for the US economy.

Financial performance of Baldrige Award winners: a review and synthesis

PurposeThe National Commission on Fiscal Responsibility and Reform recently released a preliminary report with recommendations on cutting costs in the federal government, and one of its recommendations included the elimination of the Baldrige Performance Excellence Program, formerly known as the Malcolm Baldrige Nationality Quality Award Program. Established by an act of Congress in 1987, during the Reagan Administration, the goal of the Malcolm Baldrige Nationality Quality Award Program was to stimulate and reward product quality excellence. Since the inception of the award, however, there has been a long‐standing controversy among industry leaders and academics on whether winning this award does enhance future financial performance and ultimately shareholders' wealth. This debate has again been recently fueled by the possible elimination of the program by the US government. This study, aims to shed further light on this subject by examining the academic research on the financial performance of the Baldrige Award winners.Design/methodology/approachThe paper examines academic and professional research on whether the Award adds value to firms and their investors.FindingsThe conclusion, perhaps not surprisingly, is somewhat mixed; although there is parsimonious evidence to suggest that Award winners do witness an increase in market value. By and large, the authors feel that when all the benefits of the Baldrige Performance Excellence Program are considered and given the short‐term focus of studies in this area, the elimination of the program would be a terrible mistake.Originality/valueThe paper offers an original review and synthesis.

Using Baldrige Performance Excellence Program Approaches in the Pursuit of Radiation Oncology Quality Care, Patient Satisfaction, and Workforce Commitment

The Malcolm Baldrige National Quality Improvement Act was signed into law in 1987 to advance US business competitiveness and economic growth. Administered by the National Institute of Standards and Technology, the Act created the Baldrige National Quality Program, recently renamed the Baldrige Performance Excellence Program. The comprehensive analytical approaches referred to as the Baldrige Healthcare Criteria, are very well-suited for the evaluation and sustainable improvement of radiation oncology management and operations. A multidisciplinary self-assessment approach is used for radiotherapy program evaluation and development in order to generate a fact-based, knowledge-driven system for improving quality of care, increasing patient satisfaction, enhancing leadership effectiveness, building employee engagement, and boosting organizational innovation. This methodology also provides a valuable framework for benchmarking an individual radiation oncology practice's operations and results against guidelines defined by accreditation and professional organizations and regulatory agencies.