Defining Excellence

An Overview of Frameworks

And Their Value

William (Bill) Denney Ph.D.

CEO, The Quality Texas Foundation

www.texas-quality.org

bdenney@texas-quality.org

Quality Management Division

Healthcare Division

Theme Of This Presentation

There’s value in using a framework

to drive improvement

There are several frameworks

from which to choose

Agenda

• About Quality Texas

• Why Excellence Frameworks

• Do They Provide Value

• Some Frameworks

– Baldrige

– Australia

– Europe/Dubai

• Commonalities

• Difficulty / Time Commitment

• Conclusions

The Quality Texas Foundation

WHO WE ARE

(What We Want The World To Know)

The Quality Texas Foundation helps

businesses, hospitals, schools,

government agencies and non-profits

improve performance. We educate,

train, assess, provide feedback and

recognize organizations committed to

a journey of excellence. Quality Texas

encourages use of the Baldrige

Criteria for Performance Excellence

and other methods that drive efficiency

and effectiveness. Our work saves

jobs, improves communities and

creates a stronger state and nation,

and ultimately a better world for

mankind

VISION

(What We're Striving To Do)

By helping our customers develop

successful organizations, we improve

our communities, our state, our

country, and our world.

MISSION

(Why We Exist)

We help create excellent businesses,

hospitals and schools by sharing

knowledge about the Baldrige process

and other methods that drive

organizational efficiency, effectiveness

and sustainability.

By the way, there

is an award

How We Measure Ourselves

“Your examiners did an awesome job! I want to thank you again for „shaking up our apple cart‟

and pushing us to a higher level. This is an incredible process and I have learned so much

about our organization, thanks to your direction.”

Jerri Garison

President

Baylor Regional Medical Center Plano

“The Quality Texas process gave us the opportunity to fine tune every aspect of our operation.”

Ken Schiller

Co-Owner

K&N Management

“Raytheon APC‟s work and relationship with the Quality Texas organization over the years,

utilizing the Quality Texas evaluation and feedback process, has enabled APC to realize

significant improvement across the enterprise.”

James Klein

General Manager

Raytheon APC

How Others May Measure Us

14

8

8

5

5

AK

HI

8

5

5

91 Baldrige Awards – 15% In Texas

Why Excellence Frameworks

“I see the Baldrige process as a powerful set of

mechanisms for disciplined people engaged in

disciplined thought and taking disciplined action

to create great organizations that produce

exceptional results.”Jim Collins

Author, Good To Great

Do They Provide Value – QTF Analysis

Do They Provide Value – QTF Analysis

Do They Provide Value – QTF Analysis

Do They Provide ValueKevin Hendricks & Vinod Singhal Study

Do They Provide ValueMaria Alemeida & Victor Frias - 2011

“International Quality Awards and Excellence

Quality Models Around The World; A

Multidimensional Analysis”

Excellence models bring structure to the

deployment of TQM and help bridge geographical

and cultural differences.

Baldrige Excellence Framework

Australian Excellence Framework

EFQM/Dubai Excellence Model

Common Requirements

Baldrige

1. Leadership

2. Strategic Planning

3. Customer & Market

Focus

4. Measurement,

Analysis &

Knowledge

Management

5. Workforce Focus

6. Process

Management

7. Business Results

Australia

1. Leadership

2. Customer & Market

Focus

3. Strategy & Planning

4. People,

5. Information &

Knowledge

6. Process

Management,

Improvement &

Innovation

7. Success &

Sustainability

EFQM/Dubai

1. Leadership

2. Strategy

3. People

4. Processes, Products

& Resources

5. Processes

6. Customer Results

7. People Results

8. Society Results

9. Key Results

Common Values

BALDRIGE CORE

CONCEPTS

1. Visionary leadership

2. Customer-driven

excellence

3. Organizational and

personal learning

4. Valuing employees and

partners

5. Agility

6. Focus on the future

7. Managing for innovation

8. Management by fact

9. Social responsibility

10. Focus on results and

creating value

11. Systems perspective

AUSTRALIAN BUSINESS

PRINCIPLES

1. Lead by example, provide clear

direction, build organizational

alignment and focus on sustainable

achievement of goals.

2. Understand what markets and

customers value, now and into the

future, and use this to drive

organizational design, strategy,

products and services.

3. Continuously improve the system.

4. Develop and value people’s capability

and release their skills,

resourcefulness and creativity to

change and improve the organization.

5. Develop agility, adaptability and

responsiveness based on a culture of

continual improvement, innovation

and learning.

6. Improve performance through the use

of data, information and knowledge to

understand variability and to improve

strategic and operational decision-

making.

7. Behave in an ethically, socially and

environmentally responsible manner.

8. Focus on sustainable results, value

and outcomes.

EFQM FUNDAMENTAL

CONCEPTS

1. Results Orientation

2. Customer Focus

3. Leadership and

Constancy of Purpose

4. Management by

Processes and Facts

5. People Development

and Involvement

6. Continuous Learning,

Innovation and

Improvement

7. Partnership

Development

8. Corporate Social

Responsibility

WHY AS INDIVIDUALS, A CITY, REGION,

COUNTRY WE WANT TO PROMOTE THIS

Other Commonalities

• A disciplined approach

• Systemic

• Systematic

• Engage customers and staff

• Results focused

• Non-Proscriptive

• A proven method

How Difficult Is It

“It’s easy, it’s free, and it works.”Dale Crownover

Two-time Baldrige Recipient

"We have not to risk the adventure alone, for the

heroes of al time have gone before us. The

labyrinth is thoroughly known. We have only to

follow the thread of the hero path." Joseph Campbell

American Academic

Stage 4“Sustain”

Continued improvement

as methodologies are

embedded into the

organization’s culture

Stage 2“Traction”

Alignment of

projects to strategy;

Focus on leadership

and management

processes

Stage 0“Reaction”

Regulatory and

external

compliance

only

How Long Does It TakeP

rog

ress

& A

sse

ssm

en

t S

core

Stage 1“Projects”

Project mentality,

characterized by

various tactical

improvement

activities

Stage 3“Integration”

Clear linkage of

process management

and improvement

to operational results

– OR Give up on the process

– OR Decline, as the organization losesdiscipline and changes course

Time~ 4 – 10 Years

?

TypicalFramework Start

Awardstatus

Copyright: Mass General

Center for Performance Excellence

Conclusions

There’s value in using a framework

to drive improvement

There are several frameworks

from which to choose

Presentation & Materials

bdenney@texas-quality.org

www.texas-quality.org

This Presentation & Associated Materials

www.texas-quality.org/dubai

Baldrige Resource Library

www.baldrigepe.org/brl/