BALDRIGE EXCELLENCE

FRAMEWORK
Achieving Innovation in Quality
WHAT IS OUR IDEA OF QUALITY???
QUALITY IS…

Customer
Focus and
Patient
Satisfaction

Focus on
Process
Improvement

Cross- Data/Evidence
departmental Based
Approach - Evaluation
Quality and Decision
Teams Making
QUALITY IMPROVEMENT- WHAT WE THINK
 Leaders must take lead in quality improvement
 Develop a vision for Quality
 Create Organizational structure for Quality
 Build organization culture – Learning Organization
 Modern technical and theoretically grounded tools for
improving processes must be put to use in health care setting
OUR WAYS TO IMPROVE QUALITY…

Accreditation

Standard
practices
Process
improvement
Quality
review
meetings
Regular
quality
audits
WHAT SHOULD WE STRIVE FOR???

6
5 BREAKTHROUGH INNOVATIONS

1) Breakthrough in Attitude
2) Breakthrough in Organization
3) Breakthrough in Knowledge
4) Breakthrough in Culture
5) Breakthrough in Results
HOW CAN WE ACHIEVE THEM???
Baldrige Excellence Framework
Continuous quality improvement leads to
Performance Excellence
CONCEPT
 A Systems Approach to Improve Organization’s
Performance.
 The Baldrige framework helps us manage all the
components of our organization as a unified whole, so
that our plans, processes, measures, and actions are
consistent.
 This allows us to preserve everything that works well,
everything important to our success, our culture, and our
expertise and improve upon our weak processes.
AWARD
 A Quality Award given in the U.S.A. – “Malcolm
Baldrige National Quality Award”
 Administered by-  Baldrige Performance Excellence
Program, which is based at and managed by
the National Institute of Standards and Technology,
an agency of the U.S. Department of Commerce.
 Categories- manufacturing, service, small business,
education, health care, and nonprofit.
HISTORY
 The Baldrige Performance Excellence Program and the
associated award were established by the Malcolm
Baldrige National Quality Improvement Act of 1987 
 The program and award were named for Malcolm
Baldrige, who served as United States Secretary of
Commerce during the Reagan administration, from 1981
until his death in 1987.
 In 2010, the program's name was changed to the Baldrige
Performance Excellence Program to reflect the evolution
of the field of quality from a focus on product, service, and
customer quality to a broader, strategic focus on overall
organizational quality—called performance excellence.
PURPOSES
 To help organizations identify their strengths
and opportunities for improvement

 To help organizations assess their improvement

efforts and diagnose their overall performance
management system
BALDRIGE FRAMEWORK FOR
HEALTHCARE

Components:

Criteria for
Performance
Excellence

Core values
Scoring
and
guidelines
Concepts
STEPS TO IMPLEMENT
Identification of Organization’s core values and concepts

Designing of the performance criteria on the basis of the core values

Identification of strengths of the organization as per the excellence criteria

Identification of opportunities for improvement according to the strengths

Prioritization of the strengths in terms of High, Medium or Low

importance

Goal setting: “What we want to achieve?”

Defining action plans as per the goals, set the time limit and assign the
responsibility
Continuous monitoring and evaluation of the effects (measurement,
analysis and dissemination of the results)
CORE VALUES AND CONCEPTS
Beliefs and Behavior Visionary leadership
found in the Patient-focused excellence
organization
Valuing people
Organizational learning and agility
Focus on success
Managing for innovation
Management by fact
Societal responsibility and
community health
Ethics and transparency
Delivering value and results
ROLE OF CORE VALUES AND CONCEPTS
Basis for the performance criteria

Criteria build on
Core Values
Embedded in
systemic processes
(Criteria category 1
to 6)
Yield Performance
results (Criteria
category 7)
PERFORMANCE EXCELLENCE
CRITERIA
ORGANIZATION PROFILE
 Organizational Profile helps you better understand
• the context in which you operate
• the key requirements for current and future success
• the needs, opportunities, and constraints placed on your
management systems

Vision, Mission, Governance

Values & Core Structure &
Competency Stakeholders

Strategic Situation
Relationships
Environment

Strategic
Challenges &
Competition
PERFORMANCE CRITERIA CATEGORY
Senior leadership
Leadership & Role modeling

Operations Strategic Strategy

Processes & development
focus Planning
Effectiveness &
Deployment

Workforce Customer
Capabilities & focus focus
Engagement Customer
Engagement
& Demands
Knowledge
Learning & management Measurement
Sharing the best & Analysis of
practices results
STEPS TO IMPLEMENT
Identification of Organization’s core values and concepts

Designing of the performance criteria on the basis of the core values

Identification of strengths of the organization as per the excellence criteria

Identification of opportunities for improvement according to the strengths

Prioritization of the strengths in terms of High, Medium or Low

importance

Goal setting: “What we want to achieve?”

Defining action plans as per the goals, set the time limit and assign the
responsibility
Continuous monitoring and evaluation of the effects (measurement,
analysis and dissemination of the results)
 SELF ANALYSIS WORKSHEET
Criteria Importance improvement What action is By when? Who is responsible?
category (OFI) goal planned?

1 Leadership
Strength
1.
2.
OFI
1.
2.
2 Strategy
Strength
1.
2.
OFI
1.
2.
PROCESS SCORING GUIDELINES

Approach: How systematic are the key

processes?
Deployment: How consistently are the key
processes used throughout the organization?
Learning: Have you evaluated and improved
your key processes? Have improvements been
shared within your organization?
Integration: How do your processes address
your current and future organizational needs?
STEPS TO IMPLEMENT
Identification of Organization’s core values and concepts

Designing of the performance criteria on the basis of the core values

Identification of strengths of the organization as per the excellence criteria

Identification of opportunities for improvement according to the strengths

Prioritization of the strengths in terms of High, Medium or Low

importance

Goal setting: “What we want to achieve?”

Defining action plans as per the goals, set the time limit and assign the
responsibility
Continuous monitoring and evaluation of the effects (measurement,
analysis and dissemination of the results)
 Health Care
process
Outcomes

Workforce Finance &

focused Market
Outcomes outcomes
Result
s

Leadership
Customer
&
focused
Governance
Outcomes
Outcomes
RESULT SCORING GUIDELINES

Levels: What is your current performance?

Trends: Are the results improving, staying the
same, or getting worse?
Comparisons: How does your performance
compare with that of other organizations or
with benchmarks?
Integration: Are you tracking results that are
important to your organization? Are you using
the results in organizational decision making?
ACHIEVING BREAKTHROUGH PERFORMANCE
WITH BALDRIGE FRAMEWORK

Breakthrough in Attitude
• Leadership and Strategic planning

Breakthrough in Organization
• Organization Profile, Work force focus and Operations

Breakthrough in Knowledge
• Knowledge management

Breakthrough in Culture
• Work force focus, Strategic planning & Customer focus

Breakthrough in results
• Results and outcomes
BENEFITS OF BALDRIGE FRAMEWORK

It empowers your organization for

• understanding and managing performance

• guiding strategic planning
• identifying opportunities for learning
• improving organizational performance
practices, capabilities, and results
• facilitating communication
• sharing of information on best practices
ORGANIZATIONAL IMPACT
Delivery of ever-improving value to customers and
stakeholders

Improved organizational effectiveness and capabilities

Organizational and personal learning

Organizational Sustainability
THANK YOU