Describe HOW your organization MEASURES, ANALYZES, ALIGNS, reviews, and improves its PERFORMANCE at all LEVELS and in all parts of your organization.

Within your response, include answers to the following questions:

4.1a. Performance Measurement

(1) HOW do you select, collect, ALIGN, and integrate data and information for tracking daily operations and for tracking overall organizational PERFORMANCE, including progress relative to STRATEGIC OBJECTIVES and ACTION PLANS?

What are your KEY organizational PERFORMANCE MEASURES?

HOW do you use these data and information to support organizational decision making and INNOVATION?

(2) HOW do you select and ensure the EFFECTIVE use of KEY COMPARATIVE DATA and INFORMATION and information to support operational and strategic decision making and INNOVATION?

(3) HOW do you keep your PERFORMANCE MEASUREMENT SYSTEM current with business needs and directions?

HOW do you ensure that your PERFORMANCE MEASUREMENT SYSTEM is sensitive to rapid or unexpected organizational or external changes?

4.1b Performance Analysis and Review

(1) HOW do you review organizational PERFORMANCE and capabilities?

HOW do your SENIOR LEADERS participate in these reviews?

What ANALYSES do you perform to support these reviews and to ensure that conclusions are valid?

HOW do you use these reviews to assess organizational success, competitive PERFORMANCE, and progress relative to STRATEGIC OBJECTIVES and ACTION PLANS?

HOW do you use these reviews to assess your organization’s ability to rapidly respond to changing organizational needs and challenges in your operating environment?

(2) HOW do you translate organizational PERFORMANCE review findings into priorities for continuous and breakthrough improvement and into opportunities for INNOVATION?

HOW are these priorities and opportunities DEPLOYED to work group- and functional-level operations throughout your organization to enable EFFECTIVE support for their decision making?

When appropriate, HOW are the priorities and opportunities DEPLOYED to your suppliers and PARTNERS to ensure organizational ALIGNMENT?

Notes:

N1. PERFORMANCE MEASUREMENT is used in fact-based decision making for setting and ALIGNING organizational directions and resource use at the work unit, KEY PROCESS, departmental, and whole organization levels.

N2. COMPARATIVE DATA and INFORMATION and information (4.1a[2]) are obtained by BENCHMARKING and by seeking competitive comparisons. “BENCHMARKING” refers to identifying PROCESSES and RESULTS that represent best practices and PERFORMANCE for similar activities, inside or outside your organization’s industry. Competitive comparisons relate your organization’s PERFORMANCE to that of competitors in your markets.

N3. Organizational PERFORMANCE reviews (4.1b[1]) should be informed by organizational PERFORMANCE MEASUREMENT and guided by the STRATEGIC OBJECTIVES and ACTION PLANS described in Item 2.1 and Item 2.2. The reviews also might be informed by internal or external Baldrige assessments.

N4. ANALYSIS includes examining TRENDS; organizational, industry, and technology projections; and comparisons, cause-effect relationships, and correlations intended to support your PERFORMANCE reviews, help determine root causes, and help set priorities for resource use. Accordingly, ANALYSIS draws upon all types of data: CUSTOMER-related, financial and market, operational, and competitive.

N5. The RESULTS of organizational PERFORMANCE ANALYSIS should contribute to organizational strategic planning in Category 2.

N6. Your organizational PERFORMANCE RESULTS should be reported in Item 7.1, Item 7.2, Item 7.3, Item 7.4, Item 7.5, and Item 7.6.

For additional description of this Item, see 4.1 Measurement, Analysis, and Review of Organizational Performance Item Description.

2005 Criteria Items (English): 1.1 - 1.2 - 2.1 - 2.2 - 3.1 - 3.2 - 4.1 - 4.2 - 5.1 - 5.2 - 5.3 - 6.1 - 6.2 - 7.1 - 7.2 - 7.3 - 7.4 - 7.5 - 7.6 - P.1 - P.2