Baldrige National Quality Program 2009 Baldrige National Quality Program The Path to Excellence and Some Path-Building Tools Baldrige National Quality Program
Transcript
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Baldrige National Quality Program 2009 Baldrige National
Quality Program The Path to Excellence and Some Path-Building Tools
Baldrige National Quality Program
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2009 The Baldrige Award enjoys very broad, positive recognition
among leaders in each of the Baldrige Award-eligible sectors....
More than 70 percent of leaders surveyed among Fortune 1000
companies said they are likely to use the Criteria for Performance
Excellence. Booz Allen Hamilton Results: Better employee relations
Higher productivity Greater customer loyalty Increased market share
Improved profitability The Baldrige Framework
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Baldrige National Quality Program 2009 Customer- defined value
Map and understand value stream Make value stream flow Continuous
process improvement Goals: Increase productivity Eliminate waste
Maximize resource utilization Waste includes Scrap Rework
Inspection Inventory Queuing time Transporting materials or
products Redundant motion Anything for which a final customer would
not want to pay Lean is focused on the elimination of all
nonvalue-adding activities and waste from an organizations
processes.
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Baldrige National Quality Program 2009 Six Sigma concentrates
on variation reduction by using statistical methods to lower
process defect rates to less than 3.4 defects per million
opportunities. Six Sigma Methodologies: DMAIC - define, measure,
analyze, improve, and control DMADV - define, measure, analyze,
design, and verify Six Sigma
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Baldrige National Quality Program 2009 The Criteria for
Performance Excellence emphasize Continuous performance improvement
Innovation Integration Results Sustainability The Criteria for
Performance Excellence focus on common requirements and are
Nonprescriptive Holistic Inclusive Adaptable Integrative The
Baldrige Criteria
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Baldrige National Quality Program 2009 The Baldrige Criteria,
Lean, and Six Sigma are complementary, not mutually exclusive. Many
organizations use Baldrige to develop an overall performance map to
identify areas that need improvement, and then they use Six Sigma,
Lean, or both tools to design operations or improve processes
within the organization..
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Baldrige National Quality Program 2009 Six Sigma and Lean How
they relate to the seven Baldrige Criteria Categories
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Baldrige National Quality Program 2009 The Leadership Category
Baldrige, Lean, and Six Sigma all benefit from leaders who Align
financial and human resources Communicate cultural norms Encourage
and provide resources Solidify a culture of organizational
excellence Only Baldrige addresses the overall leadership
system.
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Baldrige National Quality Program 2009 Strategic Planning
Category Lean and Six Sigma can be methodologies for coordinating
resource use toward organizational objectives identified using the
Baldrige Criteria. Six Sigma provides tools for measuring
progress.
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Baldrige National Quality Program 2009 Customer Focus Category
Lean environments aim for all process steps to be something for
which the customer is willing to pay. In Baldrige and Six Sigma,
the voice of the customer is used to identify areas of needed
improvement. Customer- defined value Quantification of customer
needs is the key. Map and understand value stream Make value stream
flow Continuous process improvement
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Baldrige National Quality Program 2009 Measurement, Analysis,
and Knowledge Management Category Six Sigma is data- driven:
specific metrics data collection data analysis control data
Baldrige measures and improves processes, business results, and
overall organizational performance. Lean measures, analyzes, and
reduces waiting time inventory batches process time rework
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Baldrige National Quality Program 2009 Workforce Focus Category
Six Sigma and Lean methodologies require Leadership development
Training Compensation alignment Culture shift Employee Engagement
85.6 70.2 79.9 59.6 56.7 50 55 60 65 70 75 80 85 90 95 100
20012002200320042005
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Baldrige National Quality Program 2009 Process Management
Category Baldrige processes are interrelated and interdependent
steps along the path to customer engagement and organizational
sustainability. Lean or Six Sigma methodologies are used to
Generate standard operating procedures Set specification and
control limits Identify explicit corrective actions Optimize
processes
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Baldrige National Quality Program 2009 Results Category Six
Sigma and Lean are data-driven and results-oriented. Their use
leads to tracking systems (control charts, scorecards, rolled
throughput yield charts, etc.) and results monitoring in functional
business areas where the methodologies are applied. Baldrige
addresses all resultsprocess, leadership, product, customer,
financial, and workforce.
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Baldrige National Quality Program 2009 The Baldrige Criteria
focus on business results and organizational improvement and
innovation systems. Six Sigma and Lean methodologies drive waste
and inefficiencies out of processes that users of the Baldrige
Criteria identify for improvement. Six Sigma and Lean focus on
organizational improvement and innovation processes. Summary
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Baldrige National Quality Program 2009 Resources for More
Information l Most Baldrige National Quality Program (BNQP)
documents are available in printed form and on the BNQP Web site. l
To obtain these documents, call (301) 975-2036, send e-mail to
[email protected], or visit the Web site
www.nist.gov/baldrige.