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2010Malcolm Baldrige Award
Recipients Comparison
Presentation by Nstor Hernndez
VS
MMP6256
Assessment Tools to Improve Business
Prof.
Jos
Rodriguez Perez
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TABLE OF CONTENTS
Introduction
Baldrige Criteria for Performance Excellence
Leadership
Strategic planning
Customer focus
Measurement, analysis, and knowledge management
Workforce focus
Operations focus
Results
Conclusion References
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Introduction
A comparison of two 2010 Baldrige Award Recipients is presented inthis presentation. Each of the seven criteria's for the recipient of thisaward was compared and presented to see the different methods that
companies use to achieve excellence in their organizations. Twocompanies were selected in two different sectors in order tounderstand the different ways the companies utilize to achieveexcellence. The two companies selected for the comparison are:
Freese and Nichols Inc. (Small Business)
MEDRAD (Manufacturing)
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No matter the size or nature of your organization, theCriteria are a guide in companysjourney toward
performance excellence. They can help the organization align resources; improve
communication, productivity, and effectiveness; andachieve strategic goals.
They are simply a set of questions focusing on critical
aspects of management that contribute to performanceexcellence:
Leadership
Strategic planning
Customer focus Measurement, analysis, and knowledge management
Workforce focus
Operations focus
Results
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The Criteria serve two main purposes:
Identify Baldrige Award recipients to serve as rolemodels for other organizations.
Help organizations assess their improvementefforts, diagnose their overall performancemanagement system, and identify theirstrengths and opportunities for improvement
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Freese and Nichols, Inc. (FNI)has a Management System thathas an integrated approach tocontinuous improvement.
Involves the establishment of acompanys mission and vision,strategic planning, deploymentof goals and action plans,performance improvement,
accountability and recognition ofachievements.
In 1983, an employee teamcommissioned by seniorleaders established MEDRADsPurpose (vision) and Guiding
Principles (values) in theMEDRAD Philosophy topreserve those basic valueswhich we believe have madeour company the leader in its field,and an enjoyableplace to work... expressed...fo
r all to see...for the benefitof our future new employees, forour customers, for our suppliers,for our investors, and forourselves in the years to come.
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This is a year-long effort thatinvolves the Board of Directors,the Strategic Planning Team,Group Managers, AccountDirectors and TEP Leaders in acatch-ball process to developand deploy plans for the future.
MEDRADs StrategicPlanning Process (SPP) hasthree time horizons.
Annual planning translateslonger-term plans into an actionplan for the coming year andincludes identification,prioritization, and resourceallocation for Top 12, SATs, and
initiatives required to achievethe ten-year vision.
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Identify new product and serviceopportunities through thestrategic planning process.
Enhancements to existingservice lines, or the use of newtechnologies within a serviceline, typically are identified bythe TEP teams.
These teams continually monitor
legislation, regulations,technology and serviceopportunities to identify andimplement innovations andenhancements.
Uses several processes to identifyand innovate product or serviceofferings that meet or exceedcustomer expectations, attractnew customers or expand
relationships with existingcustomers. ID & Innovate Product or Service
Offerings
Determine Support Needs &Mechanisms
Deploy Support Requirements
Build & ManageRelationships
Determine Satisfaction& Dissatisfaction
Handle Complaints
Keep Customer Approaches Current
Governance
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The data and information to trackdaily operations, has beenestablished over many years asthe information needed to operateand manage a professional
consulting practice. The threetypes of data (client, staff andprojects) are maintained in theIntegrated Sales System (ISS)databases
FNI improves its performancemeasurement systems annually to
reflect changes in strategicmeasures and new requirementsin data segmentation, analysis orreporting.
Data, information andknowledge are housed in one ofthree global, integratedenterprise systems.
MEDRAD developed a reportingand analysis tool that extendsthe value of information inaccounting systems beyond itsuse for transactions. 3D
accesses data from multiplesource systems.
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The company determine the keyfactors that impact employeesatisfaction and engagementthrough surveys and facilitated
discussions about survey resultsat Group meetings.
Internal employee opinion survey(EOS) asks
Why do you like working here?
What can we do better?
Periodically, include whatsmost important to youquestions on the survey andregularly participate in externalsurveys to validate companyfindings.
The GPTW survey is based ontwenty years of research todetermine the factors that definethe best places to work.
These factors are highlycorrelated with workforceengagement and satisfaction,and business performance.
MEDRAD validates thesefactors as it implements itsglobal action planning processrelated to the survey results.
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MEDRADs work system isdesigned to optimizeachievement of its ScorecardGoals by building on existing
core competencies andidentifying neededcompetencies.
Changes in work system design areinitiated by the Planning Team as theresult of external and internal
assessments.
. .
END-USERCUSTOMER
IDENTIFYCUSTOMER
NEEDS
DEVELOPPRODUCTS
& SERVICES
PRODUCE
PRODUCTS
MARKET, SELL, DELIVER& SUPPORT PRODUCTS
SERVICES & CUSTOMERS
END-USER
CUSTOMER
PRIMARY VALUE CREATION PROCESSES
Innovation Business Development Attract, Sell and Fulfill Service
PortfolioSupply Chain Management
Plan, Source, Make, DeliverCustomer Support
CUSTOMER / PARTNER / SUPPLIER COLLABORATION
PRIMARY ENABLING PROCESSES
Partners /Suppliers:
-IntellectualProperty
-Know-How
-Technology
-Materials
-Services
Anticipate and Comply with Legal, Regulatory, Environmental Requirements
Attract, Develop and Retain Good Employees
Make Information Accessible for Analysis and Decisions
Manage Financial and Physical Assets
Develop and Deploy Strategy
Channels
-Direct
-OEM
-Contrast
-Distributor
Stakeholders
-BayerHealth Care
-Commodity
-RegulatoryAffairs
-Employees
Product Lifecycle Process
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FNIs primary benchmarkingresources for customer, financialand process results are theCEO Conference, the American
Council of EngineeringCompanies and an industrybenchmark firm.
Product Outcomes
Customer-Focused Outcomes
Financial and Market Outcomes Workforce-Focused Outcomes
Process EffectivenessOutcomes
Leadership Outcomes
Product Outcomes
Customer-Focused Outcomes
Financial and Market Outcomes
Workforce-Focused Outcomes
Process EffectivenessOutcomes
Leadership Outcomes
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Conclusion
By comparing these two companies that are from twodifferent sectors (small business and manufacturing) wecan see that small business like Freese & Nicholsdepend in their ability to improve their business to beable to deliver a service of excellence. In the otherhand, we have a Manufacturing company like MEDRADthat focuses more in their employees, customers,suppliers, investors, and in their leadership to achieve
excellence.
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References
http://www.baldrige.nist.gov/Contacts_Profile.htm
http://www.nist.gov/baldrige/publications/criteria.cfm
http://www.medrad.com/en-us/Pages/MEDRADHome.aspx
http://www.freese.com/
http://www.pupr.edu/