Note:
CAPITALIZED words above are hyperlinks;
Red
words above were added for the
2009 - 2010
Click on the Integrated Criteria Excellence Framework below to go to any Criteria Item.
2010 Baldrige Criteria - Totally Integrated
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4 Measurement, Analysis and Knowledge Management (90 pts.)
The
Measurement, Analysis, and Knowledge Managements
Category examines
HOW your organization selects,
gathers,
ANALYZES, manages, and
improves its data, information, and
KNOWLEDGE ASSETS and
HOW it manages its information
technology. The Category also examines
HOW your organization reviews
and uses reviews to improve its
PERFORMANCE. |
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Item 4.1 - Measurement, Analysis, and Improvement of Organizational Performance (45 pts.) |
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HOW
do you measure,
ANALYZE, and then improve organizational
PERFORMANCE? |
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Describe
HOW
your organization
MEASURES,
ANALYZES,
reviews, and improves its
PERFORMANCE
through the use of data and information
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,
What are
your
KEY
organizational
PERFORMANCE
MEASURES,
including
KEY
short-term and longer-term financial
MEASURES?
How frequently are these
MEASURES determined?
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 to support
operational and strategic decision making and
(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,
Review
(1)
HOW
do you review organizational
PERFORMANCE and
CAPABILITIES?
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?
4.1c. Performance Improvement
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,
PARTNERS,
and
COLLABORATORS
to ensure organizational
ALIGNMENT? |
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Notes:
N1.
PERFORMANCE
MEASUREMENT (4.1a)
is used in
fact-based decision making for setting and
ALIGNING
organizational directions and resource use at the work unit,
KEY
PROCESS,
departmental,
and organizational
LEVELS.
N2.
COMPARATIVE data 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 and other
organizations providing similar products and services.
N3.
Organizational
PERFORMANCE reviews (4.1b) should be
informed by organizational
PERFORMANCE
MEASUREMENT,
PERFORMANCE
MEASURES
reported throughout your Criteria Item responses, and
PERFORMANCE
MEASURES
reviewed by
SENIOR
LEADERS (1.1b[2]),
and they should be 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.
ANALSIS
(4.1b)
includes examining
PERFORMANCE
TRENDS;
organizational, industry, and technology
PROJECTIONS; and
COMPARISONS, cause-effect relationships, and
correlations.
ANALSIS
should 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
ANALSIS
and review should contribute to your 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 of this Item, see:
4.1 Measurement, Analysis, and Improvement of Organizational
Performance Description. |
Note:
CAPITALIZED words above are hyperlinks;
Red
words above were added for the
2009 - 2010
Click on the Integrated Criteria Excellence Framework below to go to any Criteria Item.
Thank you for using the only truly integrated form of the Baldrige Criteria available anywhere. Paul Steel