某年美国国家质量奖标准(英文版)

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1、 BaldrigeBaldrige NationalNational QualityQuality ProgramProgram2004 Criteria forPerformance ExcellenceTHETHE MALCOLMMALCOLM BALDRIGEBALDRIGE NATIONALNATIONAL QUALITYQUALITY PROGRAMPROGRAMTo:To: U.S. Business Community From:From: Harry S. Hertz, DirectorBaldrige National Quality ProgramSubject:Subje

2、ct: The Baldrige Challenge For 16 years, the Baldrige Criteria have been used by thousands of U.S. organizations to stay abreast of ever-increasing competition and to improve performance. For todays business environment, the Criteria help organizations respond to current challenges: openness and tra

3、nsparency in governance and ethics; the need to create value for customers and the business; and the challenges of rapid innovation and capitalizing on your knowledge assets. Whether your business is small or large, is involved in service or manufacturing, or has one office or multiple sites across

4、the globe, the Criteria provide a valuable framework that can help you plan in an uncertain environment. Use the Criteria to assess performance on a wide range of key business indicators: customer, product and service, financial, human resource, and operational. The Criteria can help you align resou

5、rces and approaches, such as ISO 9000, Lean Enterprise, Balanced Scorecard, and Six Sigma; improve communication, productivity, and effectiveness; and achieve strategic goals.How to begin that first Baldrige assessment? Take a few minutes and scan the questions in the Organizational Profile on pages

6、 1012. A discussion of the answers to these questions might be your first Baldrige assessment. For additional guidance, refer to our free booklet Getting Started with the Baldrige National Quality Program Criteria for Performance Excellence: A Guide to Self-Assessment and Action.If you are ready to

7、take the full Baldrige challenge, you can perform a self-assessment as an internal improvement effort, or you can use your self-assessment as the basis for an Award application. Assessment against all seven Categories of the Criteria (see pages 1329) allows you to identify strengths and to address o

8、pportunities for improving your processes and results.Do you need to know what your employees and your managers think? Do you believe you have been making progress but want to accelerate or better focus your efforts? Try using our simple Are We Making Progress? questionnaires. The employee questionn

9、aire, available in English and Spanish, addresses topics from your employees perspective, organized by the seven Baldrige Criteria Categories. Compare the results with the perceptions of your managers using our soon-to-be available Are We Making Progress as Leaders? questionnaire. It will help you c

10、heck your progress toward meeting your organizational goals and will improve communication among your employees and your leadership team.Even if you dont expect to win the Baldrige Award, submitting an Award application has valuable benefits. Every applicant receives a detailed feedback 3 / 123repor

11、t based on an independent, external assessment conducted by a panel of specially trained and recognized experts.The Criteria are in your hands . . . so is an incredible opportunity. Why not take the challenge? Regardless of your organizations past success, when you turn these pages, you turn the cor

12、ner toward performance excellence. If you want more information, contact me at nqpnist.gov.NeedNeed somesome usefuluseful toolstools toto meetmeet thethe BaldrigeBaldrige Challenge?Challenge? TryTry UsingUsingGetting Started with the Baldrige National Quality ProgramE-Baldrige Organizational Profile

13、 found on our Web site at.baldrige.nist.gov/eBaldrige/Step_One.htm Are We Making Progress? and soon, Are We Making Progress as Leaders?Contact the Baldrige National Quality Program or visit our Web site for these and other educational materials.Baldrige National Quality Program NIST AdministrationBu

14、ilding, Room A600 100 Bureau Drive, Stop 1020 Gaithersburg, MD20899-1020 Telephone (301) 975-2036 Fax (301) 948-3716 E-mail: npqnist.govWeb site: .baldrige.nist.govTHETHE QUESTQUEST FORFOR EXCELLENCEEXCELLENCETheThe QuestQuest forfor ExcellenceExcellence XVIXVI ConferenceConferenceEach year, The Que

15、st for Excellence, the official conference of the Malcolm Baldrige National Quality Award, provides a forum for Baldrige Award recipients to share their exceptional performance practices with worldwide leaders in business, education, health care, and not-for-profit organizations. The Quest for Excel

16、lence XVI will showcase the year 2003 Award recipients.For the last 15 years, executives, managers, and quality leaders have come to this conference to learn how these role model organizations have achieved performance excellence. CEOs and other leaders from the Award recipient organizations give pr

17、esentations covering all seven Categories of the Baldrige Criteria, their journey to performance excellence, and their lessons learned. At this three-day conference designed to maximize learning and networking opportunities, attendees will be able to interact with Award recipients.The Quest for Exce

18、llence XVI Conference will be held March 2831, 2004, at the Marriott Wardman Park Hotel in Washington, DC. For further information, contact the Baldrige Program by mail: Baldrige National Quality Program, NIST, Administration Building, Room A600, 100 Bureau Drive, Stop 1020, Gaithersburg, MD 20899-1

19、020; telephone: (301) 975-2036; fax: (301) 948-3716; or : nqpnist.gov. For a general overview of the Baldrige National Quality Program, visit its Web site: .baldrige.nist.gov.TheThe MalcolmMalcolm BaldrigeBaldrige NationalNational QualityQuality AwardAwardThe Award crystal, composed of two solid cry

20、stal prismatic forms, stands 14 inches tall. The crystal is held in a base of black anodized aluminum with the Award recipients name engraved on the base. A 22-karat gold-plated medallion is captured in the front section of the crystal. The medal bears the inscriptions “Malcolm Baldrige National Qua

21、lity Award” and “The Quest for Excellence” on one side and the Presidential Seal on the other.The President of the United States traditionally presents the Awards at a special ceremony in Washington, DC.The Malcolm Baldrige National Quality Award logo and the phrases “The Quest for Excellence” and “

22、Performance Excellence” are trademarks and service marks of the National Institute of Standards and Technology.CONTENTSCONTENTS20042004 Criteria:Criteria: CoreCore Values,Values, Concepts,Concepts, andand FrameworkFrameworkKeyKey CharacteristicsCharacteristics ofof thethe CriteriaCriteriaChangesChan

23、ges fromfrom thethe 20032003 CriteriaCriteria 20042004 CriteriaCriteria forfor PerformancePerformance ExcellenceExcellenceItemItem ListingListing20042004 CriteriaCriteria forfor PerformancePerformance ExcellenceExcellencePreface:Preface: OrganizationalOrganizational ProfileProfile1 1 LeadershipLeade

24、rship2 2StrategicStrategic PlanningPlanning 3 3CustomerCustomer andand MarketMarket FocusFocus4 4Measurement,Measurement, Analysis,Analysis, andand KnowledgeKnowledge ManagementManagement5 5HumanHuman ResourceResource FocusFocus 6 6ProcessProcess ManagementManagement7 7BusinessBusiness ResultsResult

25、sGlossaryGlossary ofof KeyKey TermsTerms20042004 Criteria:Criteria: CategoryCategory andand ItemItem DescriptionsDescriptionsScoringScoring SystemSystemScoringScoring GuidelinesGuidelines 20042004 CriteriaCriteria ResponseResponse GuidelinesGuidelines 5 / 123ApplyingApplying forfor thethe MalcolmMal

26、colm BaldrigeBaldrige NationalNational QualityQuality AwardAwardFeesFees forfor thethe 20042004 AwardAward CycleCycleSummarySummary ofof BusinessBusiness EligibilityEligibility CategoriesCategories andand RestrictionsRestrictionsHowHow toto OrderOrder CopiesCopies ofof BaldrigeBaldrige ProgramProgra

27、m MaterialsMaterialsIndexIndex ofof KeyKey TermsTermsEducation and health care organizations should use the appropriate Criteria booklets for their respective sectors. See pages 6667 for ordering information.If you plan to apply for the Award in 2004, you also will need the booklet Baldrige Award Ap

28、plication Forms. Ordering instructions are given on page 66.The first step in the Award application process is to provide the Eligibility Certification Package, which is due April 13, 2004. If you would like to recommend a senior member of your organization for the Board of Examiners, the package is

29、 due March 12, 2004.Award Application Packages are due May 27, 2004, or May 13, 2004, if submitted on CD.We are easy to reach. Our Web site is .baldrige.nist.gov.20042004 CRITERIA:CRITERIA: CORECORE VALUES,VALUES, CONCEPTS,CONCEPTS, ANDAND FRAMEWORKFRAMEWORKCriteriaCriteria PurposesPurposes The Crit

30、eria are the basis for organizational self-assessments, for making Awards, and for giving feedback to applicants. In addition, the Criteria have three important roles in strengthening U.S. competitiveness: to help improve organizational performance practices, capabilities, and resultsto facilitate c

31、ommunication and sharing of best practices information among U.S. organizations of all types to serve as a working tool for understanding and managing performance and for guiding organizational planning and opportunities for learning CriteriaCriteria forfor PerformancePerformance ExcellenceExcellenc

32、e GoalsGoals The Criteria are designed to help organizations use an integrated approach to organizational performance management that results indelivery of ever-improving value to customers, contributing to marketplace successimprovement of overall organizational effectiveness and capabilitiesorgani

33、zational and personal learning CoreCore ValuesValues andand ConceptsConcepts The Criteria are built upon a set of interrelated Core Values and Concepts: visionary leadershipcustomer-driven excellenceorganizational and personal learningvaluing employees and partnersagilityfocus on the futuremanaging

34、for innovationmanagement by factsocial responsibilityfocus on results and creating valuesystems perspectiveThese values and concepts, described below, are embedded beliefs and behaviors found in high-performing organizations. They are the foundation for integrating key business requirements within a

35、 results-oriented framework that creates a basis for action and feedback. VisionaryVisionary LeadershipLeadership Your organizations senior leaders should set directions and create a customer focus, clear and visible values, and high expectations. The directions, values, and expectations should bala

36、nce the needs of all your stakeholders. Your leaders should ensure the creation of strategies, systems, and methods for achieving excellence, stimulating innovation, and building knowledge and capabilities. The values and 7 / 123strategies should help guide all activities and decisions of your organ

37、ization. Senior leaders should inspire and motivate your entire workforce and should encourage all employees to contribute, to develop and learn, to be innovative, and to be creative. Senior leaders should be responsible to your organizations governance body for their actions and performance. The go

38、vernance body should be responsible ultimately to all your stakeholders for the ethics, vision, actions, and performance of your organization and its senior leaders.Senior leaders should serve as role models through their ethical behavior and their personal involvement in planning, communications, c

39、oaching, development of future leaders, review of organizational performance, and employee recognition. As role models, they can reinforce ethics, values, and expectations while building leadership, commitment, and initiative throughout your organization.Customer-DrivenCustomer-Driven ExcellenceExce

40、llenceQuality and performance are judged by an organizations customers. Thus, your organization must take into account all product and service features and characteristics and all modes of customer access that contribute value to your customers. Such behavior leads to customer acquisition, satisfact

41、ion, preference, referral, retention and loyalty, and business expansion. Customer-driven excellence has both current and future components: understanding todays customer desires and anticipating future customer desires and marketplace potential.Value and satisfaction may be influenced by many facto

42、rs throughout your customers overall purchase, ownership, and service experiences. These factors include your organizations relationships with customers, which help to build trust, confidence, and loyalty.Customer-driven excellence means much more than reducing defects and errors, merely meeting spe

43、cifications, or reducing complaints. Nevertheless, reducing defects and errors and eliminating causes of dissatisfaction contribute to your customers view of your organization and thus also are important parts of customer-driven excellence. In addition, your organizations success in recovering from

44、defects and mistakes (“making things right for your customer”) is crucial to retaining customers and building customer relationships.Customer-driven organizations address not only the product and service characteristics that meet basic customer requirements but also those features and characteristic

45、s that differentiate products and services from competing offerings. Such differentiation may be based upon new or modified offerings, combinations of product and service offerings, customization of offerings, multiple access mechanisms, rapid response, or special relationships. Customer-driven exce

46、llence is thus a strategic concept. It is directed toward customer retention and loyalty, market share gain, and growth. It demands constant sensitivity to changing and emerging customer and market requirements and to the factors that drive customer satisfaction and loyalty. It demands listening to

47、your customers. It demands anticipating changes in the marketplace. Therefore, customer-driven excellence demands awareness of developments in technology and competitors offerings, as well as rapid and flexible response to customer and market changes.OrganizationalOrganizational andand PersonalPerso

48、nal LearningLearning Achieving the highest levels of business performance requires a well-executed approach to organizational and personal learning. Organizational learning includes both continuous improvement of existing approaches and adaptation to change, leading to new goals and/or approaches. L

49、earning needs to be embedded in the way your organization operates. This means that learning (1) is a regular part of daily work; (2) is practiced at personal, work unit, and organizational levels; (3) results in solving problems at their source (“root cause”); (4) is focused on building and sharing

50、 knowledge throughout your organization; and (5) is driven by opportunities to effect significant, meaningful change. Sources for learning include employees ideas, research and development (R&D), customers input, best practice sharing, and benchmarking.Organizational learning can result in (1) enhan

51、cing value to customers through new and improved products and services; (2) developing new business opportunities; (3) reducing errors, defects, waste, and related costs; (4) improving responsiveness and cycle time performance; (5) increasing productivity and effectiveness in the use of all resource

52、s throughout your organization; and (6) enhancing your organizations performance in fulfilling its societal responsibilities and its service to your community as a good citizen.Employees success depends increasingly on having opportunities for personal learning and practicing new skills. Organizatio

53、ns invest in employees personal learning through education, training, and other opportunities for continuing growth. Such opportunities might include job rotation and increased pay for demonstrated knowledge and skills. On-the-job training offers a cost-effective way to train and to better link trai

54、ning to your organizational needs and priorities. Education and training programs may benefit from advanced technologies, such as computer- and Internet-based learning and satellite broadcasts.Personal learning can result in (1) more satisfied and versatile employees who stay with your organization,

55、 (2) organizational cross-functional learning, (3) building the knowledge assets of your organization, and (4) an improved environment for innovation. 9 / 123Thus, learning is directed not only toward better products and services but also toward being more responsive, adaptive, innovative, and effic

56、ientgiving your organization marketplace sustainability and performance advantages and giving your employees satisfaction and motivation to excel.ValuingValuing EmployeesEmployees andand PartnersPartners An organizations success depends increasingly on the diverse knowledge, skills, creativity, and

57、motivation of all its employees and partners.Valuing employees means committing to their satisfaction, development, and well-being. Increasingly, this involves more flexible, high-performance work practices tailored to employees with diverse workplace and home life needs. Major challenges in the are

58、a of valuing employees include (1) demonstrating your leaders commitment to your employees success, (2) recognition that goes beyond the regular compensation system, (3) development and progression within your organization, (4) sharing your organizations knowledge so your employees can better serve

59、your customers and contribute to achieving your strategic objectives, and (5) creating an environment that encourages risk taking and innovation.Organizations need to build internal and external partnerships to better accomplish overall goals. Internal partnerships might include labor-management coo

60、peration, such as agreements with unions. Partnerships with employees might entail employee development, cross training, or new work organizations, such as high-performance work teams. Internal partnerships also might involve creating network relationships among your work units to improve flexibilit

61、y, responsiveness, and knowledge sharing.External partnerships might be with customers, suppliers, and education organizations. Strategic partnerships or alliances are increasingly important kinds of external partnerships. Such partnerships might offer entry into new markets or a basis for new produ

62、cts or services. Also, partnerships might permit the blending of your organizations core competencies or leadership capabilities with the complementary strengths and capabilities of partners.Successful internal and external partnerships develop longer-term objectives, thereby creating a basis for mu

63、tual investments and respect. Partners should address the key requirements for success, means for regular communication, approaches to evaluating progress, and means for adapting to changing conditions. In some cases, joint education and training could offer a cost-effective method for employee deve

64、lopment.AgilityAgility Success in globally competitive markets demands agilitya capacity for rapid change and flexibility. E-business requires and enables more rapid, flexible, and customized responses. Businesses face ever-shorter cycles for the introduction of new/improved products and services, a

65、s well as for faster and more flexible response to customers. Major improvements in response time often require simplification of work units and processes and/or the ability for rapid changeover from one process to another. Cross-trained and empowered employees are vital assets in such a demanding e

66、nvironment.A major success factor in meeting competitive challenges is the design-to-introduction (product or service initiation) or innovation cycle time. To meet the demands of rapidly changing global markets, organizations need to carry out stage-to-stage integration (such as concurrent engineering) of activities from research or concept to commercialization.All aspects of time performance now are more critical, and cycle time has become a key process measure. Other important benefits can be