2005 Baldrige ARTICULATED Criteria: 4.1 Measurement, Analysis, Review of Organizational Performance
(Click on any Blue word below to HyperLink to its definition, related Core Value, and all other areas of the Criteria for Performance Excellence)
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Describe HOW your organization MEASURES its PERFORMANCE at all LEVELS and in all parts of your organization. Describe HOW your organization ANALYZES its PERFORMANCE at all LEVELS and in all parts of your organization. Describe HOW your organization ALIGNS its PERFORMANCE at all LEVELS and in all parts of your organization. Describe HOW your organization reviews its PERFORMANCE at all LEVELS and in all parts of your organization. Describe HOW your organization 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 data and information for tracking daily operations, including progress relative to STRATEGIC OBJECTIVES and ACTION PLANS? HOW do you select data and information for tracking overall organizational PERFORMANCE, including progress relative to STRATEGIC OBJECTIVES and ACTION PLANS? HOW do you collect data and information for tracking daily operations, including progress relative to STRATEGIC OBJECTIVES and ACTION PLANS? HOW do you collect data and information for tracking overall organizational PERFORMANCE, including progress relative to STRATEGIC OBJECTIVES and ACTION PLANS? HOW do you ALIGN data and information for tracking daily operations, including progress relative to STRATEGIC OBJECTIVES and ACTION PLANS? HOW do you ALIGN data and information for tracking overall organizational PERFORMANCE, including progress relative to STRATEGIC OBJECTIVES and ACTION PLANS? HOW do you integrate data and information for tracking daily operations, including progress relative to STRATEGIC OBJECTIVES and ACTION PLANS? HOW do you integrate data and information 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? HOW do you use these data and information to support organizational INNOVATION? (2) HOW do you select KEY COMPARATIVE DATA and INFORMATION and information to support operational decision making? HOW do you select KEY COMPARATIVE DATA and INFORMATION and information to support strategic decision making? HOW do you select KEY COMPARATIVE DATA and INFORMATION and information to support INNOVATION? HOW do you ensure the EFFECTIVE use of KEY COMPARATIVE DATA and INFORMATION and information to support operational decision making? HOW do you ensure the EFFECTIVE use of KEY COMPARATIVE DATA and INFORMATION and information to support strategic decision making? HOW do you ensure the EFFECTIVE use of KEY COMPARATIVE DATA and INFORMATION and information to support 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 organizational changes? HOW do you ensure that your PERFORMANCE MEASUREMENT SYSTEM is sensitive to rapid external changes? HOW do you ensure that your PERFORMANCE MEASUREMENT SYSTEM is sensitive to unexpected organizational changes? HOW do you ensure that your PERFORMANCE MEASUREMENT SYSTEM is sensitive to unexpected external changes? 4.1b Performance Analysis and Review (1) HOW do you review organizational PERFORMANCE? HOW do you review organizational 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 relative to STRATEGIC OBJECTIVES and ACTION PLANS? HOW do you use these reviews to assess competitive PERFORMANCE relative to STRATEGIC OBJECTIVES and ACTION PLANS? HOW do you use these reviews to assess 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 in your operating environment? HOW do you use these reviews to assess your organization’s ability to rapidly respond to changing organizational challenges in your operating environment? (2) HOW do you translate organizational PERFORMANCE review findings into priorities for continuous improvement? HOW do you translate organizational PERFORMANCE review findings into priorities for breakthrough improvement? HOW do you translate organizational PERFORMANCE review findings into priorities for INNOVATION? HOW are these priorities and opportunities DEPLOYED to work group-level operations throughout your organization to enable EFFECTIVE support for their decision making? HOW are these priorities and opportunities DEPLOYED to 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 to ensure organizational ALIGNMENT? When appropriate, HOW are the priorities and opportunities DEPLOYED to your PARTNERS to ensure organizational ALIGNMENT? |
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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. |
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For additional description, see 4.1 Measurement, Analysis, and Review of Organizational Performance Description. |
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2005 ARTICULATED Item Links: 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 |
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