malcolm baldridge criteria in indonesia

Artikel dibawah ini (how to use Baldridge to get a competitive advantage) diambil dari Blogrige, sengaja ditampilkan di blogg ini sebagai referensi, mudah- mudahan bermanfaat. Di Indonesia IQA Foundation adalah institusi yang mensosialisasikan kriteria Baldridge dan IQA Award adalah alat untuk mempercepat dan meluaskan metode yang sangat berfaedah ini.

Prosesi tari Bali pada acara pembukaan Indonesian Quality Award (IQA 2011)

How to Use Baldrige to Get a Competitive    Advantage 

Posted on November 13, 2012 by Dawn Bailey

Posted by Dawn Marie Bailey

“Before starting our Baldrige journey, we were working our butts off,” said Ken Schiller, co-owner and president of Baldrige Award recipient K&N Management. “We didn’t know how we were doing, probably above average. . . . Efforts were in different directions. . . . Baldrige brought us alignment. It is a tool to channel your efforts. . . . We all started rowing in the same direction.” And with that alignment came business decisions based on the vision of delighting guests and a culture embedded through and through with a love of excellence.


“How do we know that Baldrige worked?” asked Allyson Young, human resources director at K&N, the developer of fast-casual restaurant concepts Rudy’s “Country Store” & Bar-B-Q and the creator of Mighty Fine Burgers, Fries and Shakes. She presented the results and impacts of Baldrige at the 24th Annual Quest for Excellence Conference.
Young said from the Baldrige Criteria for Performance Excellence and from benchmarking Baldrige Award recipient role models, K&N learned

• Communication
• Encouragement of innovation
• Continuous improvement
 

“Baldrige is the tool that can set you apart from your competition; the tool that can give you a competitive advantage,” she said.

For example, K&N learned the importance of what customers see, feel, and experience; does what they see inside and outside your organization reflect your leaders’ values? (She offered an example of the trash bins being polished; that cleanliness is a reflection of excellence.)

K&N also attracts, selects, and retains A-player talent; people who thrive in the culture and have a passion for delighting customers. With a generous employee package, a new employee foundations class, training, a thorough interview process, and even a chaplain on staff to teach home/work-life balance, K&N is able to attract and retain the top 10% of workers for each job category.

The organizational vision “to become world famous by delighting one guest at a time” became more than a simple paragraph in a notebook that no one could remember, said Young. “It gave people a way and a why to do their job. It applied to every level of the organization. [Employees understand] what’s important and know why,” she said.
Nine years ago, K&N turned to Baldrige in an effort to improve the business, processes, quality, and measurements, she said. But the Baldrige process did even more. It helped K&N embed in its culture a passion for continuous improvement. “We’re not the company today that we’re going to become next year or in five years. We’re continuously improving all the time,” she said.
Is your organization all rowing in the same direction of continuous improvement? How do you know?