Malcolm Baldrige National

Quality Award (MBNQA)

Criteria for Performance Excellence

 INTRODUCTION

The road to continual improvement is getting more

important to organization under quick change
economic environment . It strengthens
organization competitiveness and lead to
substantial business success.
For the organization have been ISO 9001:2015
certified, what is the direction and tools of
continual improvement are usually discussed in
order to upgrade themselves
 Beyond ISO stage
Management system :
What additional elements need to be added to the ISO 9001:2015
system to strengthen organization competitiveness such as Global
Business Excellence Model e.g. MBNQA and EFQM European Quality
Award.
Quality principal & core value:
. may add few core value to adapt special needs in
Organization
beyond ISO 9001. For example : in high tech industries or knowledge
intensive service may focus on Agility / speed or learning / innovation as
new core value in the organization.

Tools:
Need more Quality improvement tools to support continual improvement
for wider management elements . It will help the organization to break
through some tough target . for example : Six Sigma project or cross
function task team to solve some difficulty quality goal
 Evolution of Quality Model

TQM/BE
QM

QA
QC
QI
T
 Total Quality is an approach to doing business that attempts
to maximize the competitiveness of an organisation through
the continual improvement of the quality of its products,
service, people, processes and environments

How it is achieved ?

Strategically based Continual process

Customer focus (internal & improvement
external) Educational & Training
Obsession with quality Freedom through
Scientific approach control
Long term commitment Unity of purpose
Teamwork Employee involvement
and empowerment
 Development of Excellence Models

the Excellence awards:

- Malcom Baldridge - USA - 7 criteria
- EFQM - Europe - 9 criteria
- SAEF - South Africa - 11 criteria
- ABEF - Australia - 7 criteria
People Development Award (e.g: IIP)
new tools, e.g: 6-Sigma, Balanced Scorecard
 MB criteria for PE Framework

Organizational Profile :
Environment, Relationship & Challenges

2. Strategic 5. Human
Planning Resource Focus
1. 7. Business
Leadership Results
3. Customer and 6. Process
Market Focus Management

4. Measurement, Analysis & Knowledge Management

 The EFQM Excellence Model

ENABLERS RESULTS

People People
Results

Leadership Processes Key

Policy and Customer
Performance
Strategy Results
Results

Partnerships Society
& Resources Results

INNOVATION AND LEARNING

 Core Value and concepts highlighted
by MBNQA

Visionary Leadership
Customer Driven
Organizational and Personal Learning
Valuing Employees and Partners
Agility
Focus on the future
Managing for Innovation
Management by Fact
Public Responsibility and Citizenship
Focus on Results and Creating Value
Systems Perspective
MALCOM BALRIDGE
CRITERIA
2006
 MBNQA Criteria and Weight

Criteria 1 : Leadership -------------------- 120

Criteria 2 : Strategic Planning ----------- 85
Criteria 3 : Customer Focus ------------- 85
Criteria 4 : Measurement, Analysis &
Knowledge Management ---- 90
Criteria 5 : Human Resources ---- 85
Criteria 6 : Process Management ------- 85
Criteria 7 : Business Results -------- 450
--------------------------------------------------------------
Total : 1000
 1. LEADERSHIP
Bagaimana Senior Leader Perusahaan dalam
memperhatikan: value dan performansi ; focus
terhadap kastamer dan stake holder lainnya;
menciptakan iklim yang memungkinkan
terwujudnya Pemberdayaan, inovasi,
pembelajaran ; kemampuan menentukan
arah/tujuan perusahaan. Termasuk cara
Perusahaan bertanggung jawab terhadap
publik dan kepedulian/bantuan terhadap.
masyarakat disekitarnya ?
 1. Leadership (120 Points)

1.2.
1.1. Senior
Governance & Social
Leadership (70 points)
Responsibilities (50 pts)

1.2.A.
ORGANIZATIONAL
1.1.A. GOVERNANCE
VISION & VALUES 1.2.B.
LEGAL & ETHICAL
1.1.B. BEHAVIOUR
COMMUNICATION &
ORGANIZATIONAL 1.2.C. SUPPORT OF
PERFORMANCE KEY COMMUNITIES
 1.1. SENIOR LEADERSHIP
HOW SENIOR LEADERS GUIDE AND SUSTAIN
YOUR ORGANIZATION, INCLUDING HOW
COMMUNICATE WITH EMPLOYEES &
ENCOURAGE HIGH PERFORMANCE
 1.1.a
VISION & VALUES
Persyaratan Performansi
Organizational
Persyaratan untuk pembelajaran & Inovasi
Value Persyaratan Customer Value
Persyaratan Value for Other Stake Holder
- Karyawan
- Supplier
- Komunitas (Metode untuk Evaluasi dan
- Korporat peningkatan Leadership System)
- KSO
- Pemerintah
Parameter yang
dipertimbangkan
Senior
Evaluasi & Peningkatan
Leadership System
Tindakan Senior Leaders
Menetapkan arahan,
Misi, Visi Melihat Peluang
Menciptakan Ke depan
pembelajaran Be Personally
& Inovasio and Visibly Involved
Komunikasi
Menciptakan
Pemberdayaan
 1.1.B COMMUNICATION &
ORGANIZATIONAL PERFORMANCE

Performansi Perusahaan Changing Organizational Needs

Kemampuan Perusahaan Performance Goals

Parameter Pengukuran Parameter yang dipertimbangkan

Organizational
Performance
Review System Evaluasi
& Improvement
Temuan
Kesimpulan mengenai organization health
Kesimpulan performansi yang berdaya saing
Progress berhubungan dengan target performansi
Progress berhubungan dengan keinginan perubahan organisasi

Proses penjabaran
Action Agenda

Peluang untuk Inovasi Prioritas untuk Improvement

 1.2 Governance and Social Responsibilities:

Describe your organizations GOVERNANCE system.

Describe HOW your organization addresses its

responsibilities to the public, ensures ETHICAL
BEHAVIOR, and practices good citizenship.
GOOD CORPORATE GOVERNANCE
 Artikel : Korupsi & Reformasi Good Governance
(Teten Masduki-ICW, 15 April 2002)

Krisis ekonomi Asia pada pertengahan tahun 1997 telah

membangkitkan perhatian yang sangat besar terhadap
struktur pondasi ekonomi dan kaitannya dengan masalah
politik dan governance.
Dimensi Governance terfokus pada isu korupsi, kolosi dan
nepotisme (KKN), aturan yang lemah, penegakan hukum
yang mandul, tiadanya transparansi, akuntabilitas dan
partisipasi dalam pengambilan keputusan publik.
Reformasi Governance dianggap sebagai resep mengatasi
krisis multidimensi dimana direkomendasikan oleh lembaga
dana internasional : IMF, Bank Dunia & Bank Pembangunan
Asia
 Good Government Governance
(Birokrasi Pemerintahan)

Good Governance

Good Corporate Governance

(Birokrasi sektor non-Pemerintahan)
 Forum for Corporate Governance in
Indonesia (FCGI)

Corporate Governance dapat didefinisikan sebagai

seperangkat peraturan yang menetapkan hubungan
antara pemegang saham, pengurus, pemerintah,
kreditur, karyawan seta para pemegang
kepentingan intern dan ekstern lainnya sehubungan
dengan hak-hak dan kewajiban mereka, atau sistem
yang mengarahkan dan mengendalikan
perusahaan.
Tujuan Corporate Governance adalah untuk
menciptakan pertambahan nilai bagi pihak-pihak
terkait (stakeholders)
 Surat Edaran Meneg. PM BUMN
No. 106/M.PM P.BUMN/2000, 17 April 2000

Pengambilan keputusan yang Pengembangan

efektif yang bersumber : Perusahaan
Budaya Perusahaan Pengelolaan Sumber
Etika Daya

Sistem Pengelolaan resiko

secara efesien &
Proses Bisnis
efektif
Kebijakan
Pertanggungjawaban
Struktur Organisasi kepada Stakeholder
Mencakup 6 Prinsip dasar :
FAIRNESS
TRANSPARENCY
DISCLOSURE
INDEPENDENCY
ACCOUNTABILITY
RESPONSIBILITY
1. FAIRNESS (KEADILAN)

PERLAKUAN YANG
SETARA TERHADAP PENIPUAN
PIHAK-PIHAK MELINDUNGI KECURANGAN
TERKAIT SESUAI
DENGAN KRITERIA PENYALAHGUNAAN
DAN PROPORSINYA WEWENANG
2. TRANSPARENCY KINERJA PERUSAHAAN
(KEUANGAN & OPERASIONAL)

TUJUAN PERUSAHAAN
STRUKTUR & KEBIJAKAN
KETERBUKAAN DALAM
PROSES KEGIATAN PENGENDALIAN
AGAR STAKEHOLDER KEADILAN
DAPAT MEMAHAMI QUALITY & RISIKO
DASAR KEBIJAKAN INFORMASI
SERTA PENGELOLAAN STANDARDISASI
PERUSAHAAN EFISIENSI WAKTU &
BIAYA
(PROPOSIONAL)
HAL-HAL BERKAITAN
DGN KARYAWAN/
STAKEHOLDER
3. ACCOUNTABILITY

PERTANGGUNG DEWAN KOMISARIS

JAWABAN ATAS (Pengawasan)
PELAKSANAAN FUNGSI
KESEIMBANGAN DIREKSI (Pengelolaan)
& TUGAS SESUAI KEKUASAAN
DENGAN WEWENANG SHARE HOLDERS
YANG DIMILIKI, (Pembinaan)
TRACEABLE & AUDITOR
REASONABLE
4. RESPONSIBILITY

PERTANGGUNG JAWABAN PERUSAHAAN SEBAGAI

BAGIAN DARI MASYARAKAT KEPADA STAKEHOLDERS DAN
LINGKUNGAN DIMANA PERUSAHAAN BERADA
5. DISCLOSURE (KETERBUKAAN DALAM INFORMASI)

PERUSAHAAN HARUS DAPAT MEMBERIKAN INFORMASI

ATAU LAPORAN-LAPORAN YANG AKURAT DAN TEPAT
WAKTU MENGENAI KINERJA PERUSAHAAN TERMASUK
HASIL AUDIT (BERHUBUNGAN DENGAN TRANSPARANSI)
6. INDEPENDENCY (KEMANDIRIAN)

PERUSAHAAN HARUS BEBAS DARI PENGARUH ATAU

TEKANAN PIHAK LAIN YANG TIDAK SESUAI DENGAN
MEKANISME KORPORASI, DIMANA MASING-MASING
FUNGSI DALAM MENJALAKAN TUGASNYA TERBEBAS
DARI TEKANAN MAUPUN PENGARUH DARI DALAM ATAU
LUAR PERUSAHAAN
 KARATERISTIK
GOOD CORPORATE GOVERNANCE

EQUALITY :
Semua orang (pria/wanita) mempunyai kesempatan yang sama

SUPERMASI HUKUM :
Semua orang (pria/wanita) harus tunduk kepada aturan-aturan hukum (adil & tidak
memihak

TRANSPARANSI :
Proses pengambilan keputusan harus terbuka dan ada akses yang sama terhadap segala
informasi kepada masyarakat

AKUNTABILITAS :
Proses pengambilan keputusan harus bisa dimonitor, dikritisi dan dipertanggung jawabkan

RESPONSIVENESS :
Perusahaan harus mempertimbangkan dan merespon tuntutan-tuntutan masyarakat dan
opini publik yang berkembang

PARTISIPASI :
Pengambilan keputusan publik, harus melibatkan masyarakat secara langsung maupun
tidak langsung

EFFECTIVENESS :
Proses pengambilan keputusan harus cepat, murah dan sederhana
 Aturan, fairness,
accountability, transparansi,
keterbukaan & kerahasiaan

INTERNAL
Pemegang Saham, Direksi, Komisaris,
UNSUR-UNSUR Manajer, Karyawan/ Serikat Pekerja,
Sistem remunerasi, komite audit
Corporate
Governance
EKSTERNAL
UU & Perangakat Hukum, Investor,
Penyedia informasi, Akuntan Publik,
Institusi Publik, Pemberi Pinjaman,
Pengesah legalitas

Aturan, fairness,
accountability,
jaminan hukum
 1.2 Governance and Social Responsibilities:
Operation
Services
Product
Case 1 - Public concern and Impacts on Society
- Current
- Future Case 2 - Legal Requirement Case 3 - Ethics
- Laws - Self Imposed
- Rules - Imposed by Others
- Regulatory

Basic Public Responsibilities

Public
Responsibility
System Evaluate
Key Practices,Measures & Improve
and Targets
Policies & Procedure
For
Proactive Response
Tegulatory For
For Risks to Public Concerns
Requirement Legal
Associated with Requirements Ethical Business Practices
- Product
- Services
- Operations
 2. Strategic Planning

2A 2B
Strategy Strategy
Development Deployment (45)
Process (40)
 Opportunities for New Products and Services
Customer Competitive Environment
and market Past Performance
Risk-Financial,Societal,and Other Methodology
Needs
Resources Available Planning Team
Capabilities
- Technology
- People Planning Tools
- Operations
- Supplier

Key Planning Information Strategy Planning Needs

Development
Decisions
System Day to Day
Strategic Objectives Allocation of
The Need For : Management Resources
- New Product
- New Services
- New Markets Time Frames
- New Missions Sustained Competitive Leadership
- New Alliances - Revenue Growth
- New Certifications
- New Capabilities - Operational Effectiveness
- Revised Direction - Other Competitive Advantages

To Deployment System
 (From Development System)

Strategic Objectives

The Need For :

- New Product
- New Services Time
- New Markets Frames
- New Missions
- New Alliances Evaluate
- New Certifications
- New Capabilities Action & Improve
- Revised Direction
Planning
System

Short Term Longer Term H.R Requirements

Action Plans Action Plans & Action Plans

Communication
Resource Requirements ?
to Everyone
Involved
Key Performance Plans and Indicators

Projections
 3. Customer Focus

3B
3A
Customer
Customer & market
Relationships &
Knowledge (40)
Satisfaction (45)

Describe HOW your organization

Describe HOW your organization builds
determines requirements, needs,
relationships to acquire, satisfy, and retain
expectations, and preferences of
CUSTOMERS and to
CUSTOMERS
increase CUSTOMER loyalty. Describe also
and markets to ensure the continuing
HOW your organization determines
relevance of your products and services
CUSTOMER satisfaction.
and to develop new business
opportunities.
 A C W X Y Z
D B

Market Segments Customer Groups

Target Customers
Former
Customers
Customers of Listening &
Competitiors Learning Tools
Other Potential Information
Customers & Markets Processes for
Determining
Key Requirements Requirements
Sales Information and Expectations
Customer Retention Identified Drivers of
Win/Loss Information Purchase Decisions
Analysis
Complaints System

Relative Importance Key Requirements Key Product &

of Features and Expectations Service Features

For Marketing , Product Planning , Business Development

 Customers:
Requests for Requests for Complaints Need to Conduct
Assisstance Information Business

Customers
Customer Access
Customers
Key Access Built
Customer Mechanisms Relationships
Requirements for
Access & Contact Employees in the
Response Chain
Information from
Employee Customers
Training &
Protocols

General
Information
Complaint Aggregation
Management and Analysis Overall Continuous
Process Improvement System

Effective Resolution Customers

- Effective
- Promt
 KEPUASAN PELANGGAN

Produk/Jasa
Performansi & Aktifitas pesaing
Peraturan terkait (K3, Std/code Nasional
dan Internasional
Persyaratan customer, data pelayanan
dan informasi kontrak
ANALISA, Perubahan pasar, teknologi baru dan
PERENCANAAN akibat dari persaingan
KONSISTENSI FEEDBACK
CUSTOMER Study Produk/jasa baru dan proses baru
QUALITY
Tertulis Batas Waktu
PRICE
Teknologi yang ada SASARAN KEPUASAN CUSTOMER &
DELIVERY Verbal
RENCANA PENCAPAIAN
Anggaran
Analisa produk/jasa kompetitor
Benchmarking
Persepsi Customer terhadap performansi
perusahaan

KEPUASAN MONITORING PENERAPAN

CUSTOMER SECARA PERIODIK
 Service Gaps
Gap 3 Gap 5
Gap 1 Gap 4
Gap 2 The The
The The
The Procedural Perception
Promotional Behavioral
Understanding Gap Gap
Gap Gap
Gap Customers The level of
What is said The service that
Managers expectations service
about the is delivered
perceptions are not perceived by
service differs is different
of customers translated into customers
from the from the
expectations appropriate differs from
standards specification
are operating the service
actually for the
inaccurate procedures/ actually
delivered service
systems provided

The Service Quality Gap

The differences between customers expectations of a
service and their perceptions of the actual service
delivered by an organization
 4. Measurement, Analysis, and
Knowledge Management (90 points)

4.1 4.2
Measurement, Analysis, & Information and
Review of Organizational Knowledge Management
Performance: (45 pts)
(45 pts)

4.2.A Data and Information

4.1.A. PERFORMANCE Availability
MEASUREMENT
` 4.2.B. Organizational
Knowledge Management
4.1.B. PERFORMANCE
ANALYSIS & REVIEW 4.2.C. Data,information &
Knowledge Quality
 4.1.
Measurement, Analysis, & Review of
Organizational Performance:
All Possible Choices of Data All Possible Choices of Matrixs
x x x x x x
x x xx xx
x x x x
x x x x x x x
x x x x x
x x
Selection Process Selection Process
What Parameters to Measure ? Which Metrics to Used ?

Decisions about Data Decisions about Metrics

All Available Data On-Going

Process of
Measuring 100
90
80
70
60 East
50 West
40 North
30
20
10
100 0
90 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
80
70
60 East
50 West
40 North
30
20
10
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Chart, Graphs, Numbers, Measurements

Other Users
System 1.1b
100
90
80

Analysis of
70
60 East
50 West
40 North
30
20
10
0 100
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 90
80
70
60 East
50 West
40 North
30

Organizational Organizational
20
10
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Performance Performance
Charts, Review System
System 4.2a Graphs,
Measurements,
Findings
 Measurement of
100
90
80
70
60 East Organizational
Performance
50 West
40 North
30
20
10
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

100
90
80
70
60 East
50 West
40 North
30
20
10
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Chrats, Graphs, Numbers, Measurements Ensure Alignment of

Measures and Action Plans

Organizational Planning
Analysis
Process Fucntional Level Operations

Support For Work Group Operations

Analysis Must Address
- Overall Health Daily Operation of Key
- Key Business Results
100
90

Charts,
80

Systems and Processes

70
60 East
50 West
40 North
30
20

- Strategic Objectives Graphs,

10
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
100
90
80
70

Measurements,
60 East
50 West
40 North
30
20
10
0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

Findings

Organizational
Performance
Review System
System 1.1b
 4.1.b. Organizational Knowledge Management

HOW do you manage organizational knowledge to

accomplish the following :

the collection and transfer of EMPLOYEE knowledge

the transfer of relevant knowledge from and to
CUSTOMERS, suppliers, PARTNERS, and collaborators
the rapid identification, sharing, and implementation of
best practices
 4.1.c. Data, Information, and Knowledge Quality

HOW do you ensure the following properties of your

data, information, and organizational knowledge:

accuracy
integrity and reliability
timeliness
security and confidentiality
 5. HUMAN RESOURCES FOCUS

Bagaimana perusahaan dapat mengembangkan

pegawainya dan dapat memper gunakan potensi
pegawai yang ada secara optimal, ditempatkan
sesuai dengan tujuan organisasi. Juga menguji
apakah upaya perusahaan untuk membangun dan
memelihara lingkungan kerja dan iklim yang
mendukung pekerja untuk menuju terciptanya
performansi yang excellence, partisipasi penuh dan
pertumbuhan personal dan perusahaan
 5. Human Resource Focus
85 points

5.1. Work
Systems (35 pts)

5.3. Employee Well-

5.2 Employee
Being
Learning& Motivation
and Satisfaction (25
(25 pts)
pts)
 Work System Design.
Key Business Drivers
Critical Success Factors
Strategic Objectives
Process Design Factors
Assessment of Capabilities
Driving Forces

A Means of Matching
People with Work

Organization Work Job

Design Design Design

Hierarchical Teams Individual Tasks &

Organizational Structure Work Groups Responsibilities
- Departments Councils
- Divisions
- Branches
- Offices
 Emp. Education, Training, & Development System.

Performance Exellence
Key Business Drivers
Critical Success Factors
Strategic Objectives
Process Design Factors
Assessment of Capabilities
Legal/Regulatory Requirements

Organizational Needs, Employee Needs

Training and Educartion and Requirement
Requirements Definition
Supervisor &
Manager input

Training Requirements Definition

Delivery of
Development of Training
Cource, Classes,
and Programs

Evaluation
 System for Maintaining a Healthful Work Environment.

Input from Employees

Input from Managers
Input from Joint Teams
(Safety team,etc)
Regulatory Input
Assessments of
Workplace Health,Savety,
and Ergonomics The Work
Environment
System for maintaining
a Healthful Day to Day
Work Environment Interaction

Improvements in
Workpalce Health,Safety,
and Ergonomics

Performance Measures
and Targets
To Organizational
Performance Review
 System for Enhancing the Employee Support Climate.

Services
Benenfits
Policies
Diversity Issues

System for Selecting and

Tailoring Services,Benefits, Employee
and Policies to Enhance Voice
the Work Climate

Employees
Work Climate
 System for Assessing and Improving Employee Satisfaction.

Employee Groups

A C
B Methodes to Determine Key
D Factors Affecting
Satisfaction

Raw Data
Key Factors
Grievances Affecting Employees
Absenteeism
Turnover
Productivity
Survey and Other
Measurement
Method, Processes & Data

Make Analysis
Changes

Devise Plans to Improve To Organizational

Well-Being, Satisfaction, Performance Reviews
and Motivation
 6. Process Management (85 pts)

6B
Support
6A
Processes and
Value Creation
Operational
Processes
Planning
(40 pts)
(45 pts)

Describe HOW your organization identifies Describe HOW your organization manages its
and manages its KEY VALUE CREATION KEY PROCESSES that support your VALUE
PROCESSES for delivering CREATION PROCESSES.
CUSTOMER VALUE and achieving Describe your PROCESSES for financial
organizational success and growth. management and continuity of operations in
an emergency.
 Product Innovation & Development Process
Changing Customer Requirements
Changing Market Requirmrnts
Changing Mission - Related Requirements
New Product and Service Technology
New Design Technology
Transfer of Learning from Other Organizational Functions
Transfer of Learning from Past Projects
Cost Control
Design Quality
Cycle Time
Productivity
Other Effectiveness Factors
Other Efficiency Factors
Considerations Key Operational
Processes for Design Performance
Development Requirements
Ensure Timely,Trouble-Free
Intrduction of
Product and Services
Designs for Products
Designs for Production Processes To
Designs for Services
System 6b
Designs for Service Delivery Processes
 System for Managing Production and
Services Delivery Processes.

Design for Designs

Production Processes for Products
Designs for Designs
Service Delivery Processes for Services
Real - Time
Customer feedback

PIP Day -to - Day

Process Operation of Key
Performance Production and
Service Delivery
Processes

PIP
Products
and Services Management of In Process
People and Measures
Processes
Control
Meet Key
Perofrmance Requirements Improvement
 SUPPORT PROCESS

Now Now Now

Future Future Future

Regulatory Customer New Key Operational

Requirements Requirements Technology Requirements

Design Quality
Cycle Time
Considerstions

Cost Control
New Design System for
technology
Productivity Support Process
Effectiveness Processes List
Efficiency
Learning from
- Past Practices Improvement
- Other Organizational Methods
Units Measures and
Indicators
Management
Methods
Designs
 Supplier Measurement, Recognition, and Assistance.

Sensor Sensor
Sensor
Sensor Sensor
Sensor
Supplier
Performance
Results

A Process for A Process for A Process for

Providing Feedback Recognizing Improving Supplier
to Suppliers Exellenct Results Performance

Reports, Awards and Training,Coaching,

Communications Recognition Assistance
 7. Results (450 Points)
7.1. Product and 7.2 Customer-Focused
Service Outcomes: Outcomes
(100 pts) (70 pts)

7.3 Financial & Market

Outcomes (70 pts)

7.6. Leadership & Social

Responsibilities Outcomes (70 pts)

7.4. Human 7.5. Organizational

Resource Effectiveness
Outcomes (70 pts) Outcomes (70 pts)
 Performance Results

7.1 : Product & services outcomes :

monitor, product/service performance :
levels and trends in product/service
performance e.g.warranty repairs,
after-delivery service, reliability
analysis
 Performance Results

7.2 : Customer Focus Outcomes

monitor of customer satisfaction :
levels and trends in customer
satisfaction, complaints,
retention/turnover, etc
 Performance Results

7.3 : Financial and Market Outcomes

monitor and use key financial and market
results
financial levels and trends - e.g.
dividends, net profit, Return on
Investment etc
market levels and trends e.g. market
share, market volumes, new market
penetration etc
 7.4. Human Resource
Outcomes

Appropriate measures and indicators of work system

performance and effectiveness (7.4a[1]) might include :
simplification of jobs and job classifications, job rotation,
work layout improvement, Employee retention and
internal promotion rates, and changing supervisory
ratios.

Appropriate measures and indicators of employee

learning and development (7.4a[2]) might include
innovation and suggestion rates, courses completed,
learning, on-the-job performance improvements, and
cross-training rates.
 Performance Results

7.5 & 7.6: Organizational Effectiveness

and Social Outcomes
monitor and use key operational performance results
showing effectiveness and impact on society
process levels and trends e.g. cycle time, time to
market etc
regulatory and compliance levels and trends e.g.
ecological impact, waste elimination, pollution,
support for local community, ethical behaviour
DOCUMENTATION
&
IMPLEMENTATION
 MBNQA DIMENSIONS

APPROACH
The method used
to requirement

DEPLOYMENT
The applied of approach

RESULT
Outcomes in achieving the req.
 - Systematic
Repeatable
Predictable
Episodic
Data and info used
Cycle evaluation & learning

APPROACH
- Integrated
Interconnection between the process
Close loop process

- Align
Consistency of
plans,processes,information,resource,
decisions,actions,results,analysis,learning.
 - All appropriate unit
- All appropriate site
- All appropriate people

Continuous Improvement :
DEPLOYMENT - Reacting
- General Improvement
- Systematic Evaluation
- Fact base
- Integrated
 -
Alignment/Integration

- Comparison
RESULT
- Excellence

- Trend/Performance levels
 DOCUMENTATION

BUSINESS OVERVIEW / ORGANIZATIONAL PROFILE

A summary of organizations or a snapshot of organizations, the key
influences on how activities and the key challenges (history,
organization chart, principal products and services, basic values and
objectives, customer & supplier base, quality or similar initiatives,
partnership arrangements, technology & raw materials, business
environment, regulatory environment, key product/service quality
factors

SUPPORT MATERIAL

Comprises the vast majority of document and will generally have

been derived from organizations Self assessment activities
Provided must be closely aligned with the criteria
 BUSINESS OVERVIEW
1. ORGANIZATIONAL DESCRIPTION

Organizational Environment
What are your organizations main products and/or services? Include a
description of how they are delivered to customers.
What is your organizational context/culture? Include your purpose, vision,
mission, and values, as appropriate.
What is your employee profile? Include educational levels, workforce and
job diversity, bargaining units, use of contract employees, and special
safety requirements, as appropriate.
What are your major technologies, equipment, and facilities? What is the
regulatory environment under which your organization operates?
What is the regulatory environment under which your organization
operates? Include occupational health and safety regulations;
accreditation requirements; and environmental, financial, and product
regulations.
 BUSINESS OVERVIEW

1. ORGANIZATIONAL DESCRIPTION

Organizational Relationships
What are your key customer groups and/or market segments? What are
their key requirements for your products and services? Include how these
requirements differ among customer groups and/or market segments, as
appropriate.

What are your most important types of suppliers and dealers and your
most important supply chain requirements? What are your key supplier
and customer partnering relationships and communication mechanisms?
 BUSINESS OVERVIEW

2. ORGANIZATIONAL CHALLENGES

Competitive Environment
What is your competitive position? Include your relative size and growth in your
industry and the numbers and types of your competitors.
What are the principal factors that determine your success relative to your competitors?
Include any changes taking place that affect your competitive situation.

Strategic Challenges
What are your key strategic challenges? Include operational, human resource, business,
and global challenges, as appropriate.

Performance Improvement System

How do you maintain an organizational focus on performance improvement? Include
your approach to systematic evaluation and improvement of key processes and to
fostering organizational learning and knowledge sharing.
SUPPORT MATERIAL

Can be :
Prosedur
Plan
Comperehensive Table
Record
etc
 RESULT

What it achieves
 Service/Product Defect Levels
Note: These results address a few of our key areas
100

95
% Without Defects

90

85

80

75
Improvement
70
1995 1996 1997 1998 1999 2000 2001
 Service/Product Defect Levels
Note: These results address many key business requirements
100

95
% Without Defects

90

85

80

75
Improvement
70
1995 1996 2000 2001
 Service/Product Defect Levels
Note: Some customer, market & process requirements are addressed
World-Class
100 Benchmark Benchmark

95 Best
Competitor
% Without Defects

90

85 Industry
Average

80

75
Improvement
70
1995 1996 1997 1998 1999 2000 2001
 Service/Product Defect Levels
Note: Results address most customer-market-process-action plan requirements
100 Benchmark
World-Class
95 Benchmark
% Without Defects

90
Best
Competitor
85

80 Industry
Average

75
Improvement
70
1995 1996 1997 1998 1999 2000 2001
 Service/Product Defect Levels

Note: Results address all customer, market, process & action plan requirements
100
Benchmark
95 World-Class
Benchmark
% Without Defects

90
Best
Competitor
85

80 Industry
Average
75
Improvement

70
1995 1996 1997 1998 1999 2000 2001
 Service/Product Defect Levels
World-Class
100 Benchmark
Benchmark

95

90
Best
% Without Defects

Competitor
85

80 Industry
Average

75
Improvement
70
1995 1996 1997 1998 1999 2000 2001
 Service/Product Defect Levels

World-Class
100 Benchmark

Best
80 Competitor
% Without Defects

60
Industry
Average
40

20

0
1995 1996 1997 1998 1999 2000 2001 Improvement
Benchmark Applicant Competitor A Competitor B
 Service/Product Defect Levels

% Without Defects

World-Class
Year Applicant Competitor A Competitor B
Benchmark

1995 97.5 85.7 75

1996 97.6 90.7 77.5

1997 97.7 93.3 80 71

1998 96.9 95 82.5 74

1999 97.7 95.3 85 76.7

2000 97.9 95.4 87.5 78

2001 98 95.8 90 84

Note: 2001 Industry Average = 25% Defective

 Service/Product Defect Levels (sample)

World-Class
100 Benchmark Benchmark

95 Best
Competitor
% Without Defects

90

85 Industry
Average

80

75
Improvement
70
1995 1996 1997 1998 1999 2000 2001
BALRIDGE ASSESSMENT
 Flow of Assessment

Check
Check
Stakeholder Leadership
Do
Do the
the
Expectation Right
( vision & objective) Right thing
thing
Alignment

Strategy
&
Business Plan

Market Integrate / CRM / CS Alignment

Check
Check Operation System Check
Check
Do
Do Thing
Thing ( Core process, Alignment
Alignment &
&
Right
Right Supporting process) Compliance
Compliance
& Management System
Alignment

Check
Check Result
Result
meet
meet objective
objective
& Expectation
& Expectation Performance Result
 Feedback Report Documentation
Requirements
Stage 1 - Independent Review

F
Cover Key Key Item Score
Sheet Factors Themes Worksheets Summary

E
Stage 2 - Consensus E
Cover Key Key Item Score D
Sheet Factors Themes Worksheets Summary
B
Stage 3 - Site Visit Scorebook A
C
Cover
Sheet
Summary
of Sites
Key
Factors
Key
Themes
Item
Worksheets
Site Visit
Issues
Score
Summary K
Visited
 EXAMINER MATERIALS

BALDRIGE CRITERIA FOR

PERFORMANCE EXCELLENCE
BALDRIGE APPLICATION
EXAMINER HAND BOOK
SITE VISIT
SCORE BOOK
FEEDBACK REPORT
EXECUTIVE SUMMARY
 APPLICATION CONTENTS

Eligibility Determination Form

Organization Chart
Application Form
Business Overview
Glossary of Terms and Abbreviations
Category 1 Leadership
Category 2 Strategic Planning
Category 3 Customer and Market Focus
Category 4 Information and Analysis
Category 5 Human Resource Focus
Category 6 Process Management
Category 7 Business Results
 APPLICATION ???
The application report consist of a 5-page overview of
your business and a 50-page document that is generally
divided into seven major section, corresponding to the
seven categories of criteria.
In this document you must respond to and address all of
the examination items and area to address as
presented in the criteria.
The seven categories of Baldrige criteria work together
as a system. They are not seven independent factors.
One of the most common problems appearing in
Baldrige application is disconnects. Disconnects are
inconsistencies between section (this is a major
mistake).
 CONNECTION & LINKAGES

Kriteria-kriteria Baldrige seperti titik-titik yang harus dihubungkan untuk

membentuk gambar yang TERINTEGRASI
Tanpa hubungan keterkatian antara masing-masing kritera,
Visi dan misi tidak akan berhubungan dengan rencana & sasaran
strategis perusahaan , Pengembangan produk & jasa baru akan
terpisah dari informasi customer requirements, dll,
akhirnya secara keseluruhan upaya pengelolaan perusahaan dan
improvement merupakan bagian yang saling terpisah dan bukan
merupakan sebuah sistem yang terintegrasi sehingga tidak
menghasilkan peningkatan kinerja bisnis perusahaan yang signifikan.
AWARD CYCLE
 EVALUATION PROCESS

Written applications for the Malcolm

Baldrige National Quality Award are
evaluated by members of the Board of
Examiners. High-scoring applicants
are selected for site visits, and Award
recipients are chosen from among the
site-visited applicants. All applicants
receive a written feedback report
detailing their strengths and
opportunities for improvement (OFIs).
 PREPARING DOCUMENTS FOR THE EXAMINERS

Market research data / report New product/service

Strategic and annual plan development process and
related documentation
Monthly performance reports Supplier report card
reviewed by executives
Surveys and other data
Process models / maps collection instruments
Benchmarking studies Organization charts and job
Reports on key competitors description
Safety plans Supplemental performance
Human resource plans data not included in the
application
 KEGIATAN SITE VISIT : COMMENTS

Area to +/++ Address

(+) STRENGTHS
Area to / Address
() OPPORTUNITIES FOR IMPROVEMENT
SITE VISIT ISSUES (For Consensus Only):
Examiner Initials______
Percent Score______
Item Number______
Application Number__________
 KRITERIA SCORING :
LIHAT KRITERIA MBNQA 2006