Photos from the first years and mid years of NZNQA Assessor training

Mission: Accelerate the overall rate of organizational improvement rate beyond the capabilities of today's continuous improvement and Business Excellence approaches.

What big changes are in the new 2011 - 2012 Baldrige Criteria?

• Will the Criteria become more 'entrepreneurial' in nature? NIST announced their intent to do this at training this year. But, what does this mean? Stay tuned.

• Will the number of Results Items in Category 7 be reduced from 6 to 4 as NIST has indicated?

• Will all the 'What' questions be relocated to the Organizational Profile? Will the Organizational Profile questions be linked to the Criteria to improve understanding consistency?

• Will the Customer Focus and Workforce Focus Categories be rewritten to remove the perceived redundancies?

• Will the confusion related to 'work processes' and 'work systems' be effectively addressed?

• Do we really need two similar Items in Category 6?

• Will a relationship hierarchy be established among the terms: 'data', 'information', and 'knowledge'?

• Will we see a 'Manufacturing' version of the Criteria to bring the original loyalists back into the fold? Better yet, will we see a version that purges the out-of-the-mainstream terminology.

• "Honey, I shrunk the Criteria!" The 2009 - 2010 Criteria have more words than the original 1988 Criteria and more than double the words when you include the explanatory notes. The highly regarded Singapore Criteria are Baldrige-based but have deleted more than 3,000 words. It's time to cut.

Check back soon for the answers? Or, email ToQual@gmail.com now to request the 2011 - 2012 Criteria be sent to you as soon as they become available.

The Baldrige Management Model

A new and improved approach to the old Baldrige Framework

Total Integrated Baldrige Excellence System

Each process in the Total Baldrige Integrated Excellence System is actually a core process that has been updated using knowledge gained from hundreds of assessments of public and private sector and health care and education Criteria users worldwide. These core processes are the 'best of the best'. However, the best processes in the world are useless unless you and your colleagues can accept and implement them. I have 30 years of experience in facilitating implementation of processes and systems while preserving the culture and special needs of various sizes and types of organizations. It is much easier to do than most people think. The key to success is to replace the core of your existing processes which are not capable of best-in-class performance with a best practice core processes. This allows you to preserve everything that works well, everything important to your success, your culture, and everything you are already the expert in.

The core process approach enables organizations to accelerate their overall rate of improvement beyond today's continuous improvement and Business Excellence approaches.

Replacing incapable core processes with highly capable ones causes a shift in your improvement rate from gradual to breakthrough. I can do this for you for any process or system in the graphic or I can teach you how to do it. Please contact me and I will be pleased to discuss this with you and/or visit with you.