In my previous article entitled: Measuring TQM Success published on [June 03, 2006 08:50:17 am], I wrote about Baldrige Values and Concepts as well as the Baldrige Assessment Approach. In this issue, I will provide an insight on common assessment findings in Baldrige Criteria Category 1 - Leadership from several companies being assessed by a group of trained and experienced assessors. It is provided in the form of case studies which include Criteria summary as described in year 2001 Baldrige Criteria (source: http://www.nist.gov/quality), assessment findings in terms of Strengths and Area for Improvements. There are seven categories in the Baldrige Criteria. In this article, I will deal with the bold categories listed below:- Leadership | Strategic Planning | Customer and Market Focus | Information and Analysis | Human Resource Focus | Process Management | Business Results Criteria Summary Category 1 Leadership The Leadership Category examines how your organizations senior leaders address values, directions, and performance expectations, as well as a focus on customers and other stakeholders, empowerment, innovation, and learning. Also examined is how your organization addresses its responsibilities to the public and supports its key communities. 1.1 Organizational Leadership Describe how senior leaders guide your organization, including how they review organizational performance. 1.2 Public Responsibility and Citizenship Describe how your organization addresses its responsibilities to the public and practices good citizenship. Common Strengths - Senior leaders use a Strategic Planning session held annually to set directions, performance expectations. He reviews the organization performance expectations on a quarterly basis with Top management team.
- A systematic Leadership system is established to guide the organization communicate and deploying Performance expectations and uses a skip level review to reinforce values and directions.
- Senior leaders meet with employees to review development of new product and service, new knowledge gained etc. and set expectations for innovation of product and services
Common Area for Improvement - Senior leaders do not walk-the-talk when deal with empowerment. Although senior leaders aften spoke about empowerment, they often overrule decisions made by employee.
- There is no clear strategy to resolve on-going problem with environmental problem in the factory.
- Senior leaders do not emphasize a continuous improvement approach when performance is not met. Instead they pressure employee for a new target.
In summary, the above are only sample of common assessment findings. Normally, a full assessment report is given to company being assessed. The report would include details and scoring. It is a value-added feedback for senior leaders to use as an input to Strategic Planning. My next article will share assessment case study on Strategic Planning, Category 2. ---------------------------------------------------------------- Disclaimer: All rights reserved. This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use of this article in any way. ----------------------------------------------------------------- Free to reprint or re-publish: All rights reserved. You are free to reprint or re-publish this article as long as you include my resource box at the end of this article. And ensure that the URL in the resource box remained intact and it is linked to the author's website. ----------------------------------------------------------------- |
