Chapter
3
K T  R
A  C
28
BALDRIGE AWARD WINNING QUALITY
T B B
The diagram from the Baldrige criteria booklet, reprinted below, shows how the various
parts of the criteria work together as a system.
2
Strategic
Planning
3
Customer and
Market Focus
5
Workforce
Focus
6
Process
Management
7
Results
1
Leadership
4
Measurement, Analysis, and Knowledge Management
Organizational Profile: Environment,
Relationships, and Challenges.
This diagram is called the “Baldrige Burger” by many because it resembles a
hamburger. Parts of it make sense, and parts of it are confusing. There is one box for
each of the seven Baldrige categories, which makes sense. Box number 4 is stretched
out to become the bottom bun, I assume to illustrate how information and analysis are
critical to the other six categories. The problem I have with the Baldrige Burger is that
leadership is the rst box, rather than the customer. Leaders have been known to lead
their organizations off a cliff by not being attuned to the marketplace. The Baldrige
model is customer driven, not leadership driven. In Figure3.1, you will see that the
customer is the rst box, not the leadership. Leaders need to review market research
to decide on company mission, vision, and other factors. The second problem with the
Baldrige Burger involves the top bun. The words in the top bun read Organizational
Prole: Environment, Relationships, and Challenges. One could put Category 2 as
the top bun, since strategic planning cuts across all other categories the same way
information and analysis does. However, that would leave a lopsided burger with only
three boxes as the “meat” in the middle.
Figure3.1 may appear graphically boring, but it seems to capture the system nature of the
Baldrige criteria better than the Baldrige Burger. The two diagrams are mostly the same,
showing inputs, processes, and outputs. The only substantive difference is that I show
customers rather than leadership as the beginning of the system. Both diagrams show the
importance of all seven categories working together as an organizational performance
system to drive the right results.
29
KEY THEMES AND RELATIONSHIPS AMONG THE CRITERIA
T B C   S
The Baldrige criteria are made up of seven Categories, which are further divided into
17 Examination Items and 36 Areas to Address. While each of the seven Categories is
evaluated separately, there are relationships (or “linkages”) between the seven and they
function together as a system.
As you can see from Figure3.1, the “input,” or beginning, of the Baldrige assessment
is not Leadership, but customers and their requirements. Baldrige suggests that an
organization rst needs to dene its customers and markets, and then identify what
is important to each of those groups of customers. Customers and their requirements
are asked for in item 3.1 of the Baldrige criteria. Once markets and needs have been
identied, the company can develop its mission and direction, which is what is asked
Processes/
Systems
Identify Customers and
eir Needs/Requirements
(Customer and Market Knowledge)
3.1 Input
Establish Mission, Vision, Values,
and Leadership System
(Leadership)
1Driver
Achieve Excellent Levels and Trends in Measures
of Product/Service Outcomes, Customer Satisfac-
tion, Financial/Market Results, Workforce Results,
Process Effectiveness, and Leadership Results
(Results)
7
Results
Define Measures of Success
and Collect Data (Measurement,
Analysis, and Knowledge
Management) (Customer and
Market Knowledge)
4
3.1
Data/
Measures
Develop Goals, Key Success
Factors, and Strategies Tied
to Performance Measures
(Strategic Planning)
2
Goals/
Strategies
Continually Meet or Exceed Customer
Requirements and Desires
(Customer Relationships and Satisfaction)
3.2
Create and Manage Human
Resource Systems to Achieve
High Performance
(Workforce Focus)
5
Define, Measure, Control, and
Continuously Improve Key Work
Processes (Process Management)
6
Figure 3.1: The Baldrige Criteria as a System

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