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Malcolm Baldrige Values and Concepts Part 11 – Systems Perspective

In this issue, I will share my experiences from the group and its operating companies.For the purpose of this article, I will clarify system perspective this is the last Values ​​and Concepts In Malcolm Baldridge Criteria. As before, I’ll use case studies to show how some companies have implemented them.

To recap, the following are Eleven Core Values ​​and Philosophy Baldridge Criteria:

Visionary Leadership | Customer-Oriented Excellence | Organizational and Personal Learning | Valuing People and Partners | Agile | system perspective

I’ll be dealing with one of the following bold lettered values ​​in this article:

Articulation system perspective

The Baldrige Standard provides a model that is a systems perspective for managing an organization and its key business and operational processes to achieve high performance. The seven Baldrige categories and their values ​​and concepts constitute the building blocks and integration mechanisms of the system.

However, successful management of overall performance requires organization-specific synthesis, alignment, and integration.

synthesis It means viewing your organization as a whole, based on key business needs, strategic goals and action plans.

alliance Refers to the key link between the needs of all stakeholders. It has been carefully designed within the Baldrige category to ensure consistency in plans, processes, measures and actions.

integration Build on alignment so that the various components of your performance management system operate in complete interdependence.

Systems Perspective Case Study

This is the most challenging of all eleven values ​​and concepts. While most companies can systematically run their business by unit, it still struggles to align all business units in a fully integrated manner. Trying to hold all the business units together as a whole is a regular exercise, and maintaining it requires persistence and perseverance from leaders.

The Baldrige standard forms a unit model to assist in this integration effort. Its seven categories require alignment with each other and with each other. However, companies lack an understanding of these “built-in” integrations of standard categories and therefore ignore efforts to improve adoption of categories that are appropriate for their business.

opportunity for improvement

Using the Baldrige criteria as a fully integrated system, regular assessments of each category will provide feedback for companies that need improvement, while achievement levels will indicate priority rankings.

Rather than trying to score high in each category, it enforces each category’s process and standard requirements in order to build it into business systems. By doing so, it can continue to strive to maintain the high standards required by the standard.

All in all, leaders should focus on continually improving practices within the requirements of the standard. Once all of Malcolm Baldrige’s values ​​and concepts are understood, they should be addressed as a strategic issue to improve the adoption of the standard and regularly evaluate its deployment. This concludes my summary of all 11 Baldrige Criteria values ​​and concepts.

Source for Malcolm Baldrige Criteria: http://www.quality.nist.gov/Criteria.htm

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