Bill Denney, CEO Quality Texas, represented American Society for Quality at the recently concluded 'Excellence: the Future of Business' in Dubai. He presented his topic 'Defining Excellence An Overview of Frameworks And Their Value' on Day3 Event was jointly hosted by ASQ and the Dubai Quality Group. http://www.facebook.com/DubaiQualityGroup

1. Defining Excellence
An Overview of Frameworks
And Their Value
William (Bill) Denney Ph.D.
CEO, The Quality Texas Foundation
www.texas-quality.org
bdenney@texas-quality.org
Quality Management Division
Healthcare Division

2. Theme Of This Presentation
There’s value in using a framework
to drive improvement
There are several frameworks
from which to choose

3. Agenda
• About Quality Texas
• Why Excellence Frameworks
• Do They Provide Value
• Some Frameworks
– Baldrige
– Australia
– Europe/Dubai
• Commonalities
• Difficulty / Time Commitment
• Conclusions

4. The Quality Texas Foundation
WHO WE ARE VISION
(What We Want The World To Know) (What We're Striving To Do)
The Quality Texas Foundation helps By helping our customers develop
businesses, hospitals, schools, successful organizations, we improve
government agencies and non-profits our communities, our state, our
improve performance. We educate, country, and our world.
train, assess, provide feedback and MISSION
recognize organizations committed to (Why We Exist)
a journey of excellence. Quality Texas
encourages use of the Baldrige We help create excellent businesses,
Criteria for Performance Excellence hospitals and schools by sharing
and other methods that drive efficiency knowledge about the Baldrige process
and effectiveness. Our work saves and other methods that drive
jobs, improves communities and organizational efficiency, effectiveness
creates a stronger state and nation, and sustainability.
and ultimately a better world for
mankind
By the way, there
is an award

5. How We Measure Ourselves
“Your examiners did an awesome job! I want to thank you again for „shaking up our apple cart‟
and pushing us to a higher level. This is an incredible process and I have learned so much
about our organization, thanks to your direction.”
Jerri Garison
President
Baylor Regional Medical Center Plano
“The Quality Texas process gave us the opportunity to fine tune every aspect of our operation.”
Ken Schiller
Co-Owner
K&N Management
“Raytheon APC‟s work and relationship with the Quality Texas organization over the years,
utilizing the Quality Texas evaluation and feedback process, has enabled APC to realize
significant improvement across the enterprise.”
James Klein
General Manager
Raytheon APC

6. How Others May Measure Us
91 Baldrige Awards – 15% In Texas
8
5
5
5
8
8
AK 14
HI
5

7. Why Excellence Frameworks
“I see the Baldrige process as a powerful set of
mechanisms for disciplined people engaged in
disciplined thought and taking disciplined action
to create great organizations that produce
exceptional results.”
Jim Collins
Author, Good To Great

8. Do They Provide Value – QTF Analysis

9. Do They Provide Value – QTF Analysis

10. Do They Provide Value – QTF Analysis

11. Do They Provide Value
Kevin Hendricks & Vinod Singhal Study

12. Do They Provide Value
Maria Alemeida & Victor Frias - 2011
“International Quality Awards and Excellence
Quality Models Around The World; A
Multidimensional Analysis”
Excellence models bring structure to the
deployment of TQM and help bridge geographical
and cultural differences.

13. Baldrige Excellence Framework

14. Australian Excellence Framework

15. EFQM/Dubai Excellence Model

16. Common Requirements
Baldrige Australia EFQM/Dubai
1. Leadership 1. Leadership 1. Leadership
2. Strategic Planning 2. Customer & Market 2. Strategy
3. Customer & Market Focus 3. People
Focus 3. Strategy & Planning 4. Processes, Products
4. Measurement, 4. People, & Resources
Analysis & 5. Information & 5. Processes
Knowledge Knowledge 6. Customer Results
Management 6. Process 7. People Results
5. Workforce Focus Management, 8. Society Results
6. Process Improvement &
Innovation 9. Key Results
Management
7. Business Results 7. Success &
Sustainability

17. Common Values
BALDRIGE CORE AUSTRALIAN BUSINESS EFQM FUNDAMENTAL
CONCEPTS PRINCIPLES CONCEPTS
1. Visionary leadership 1. Lead by example, provide clear 1. Results Orientation
direction, build organizational
2. Customer-driven alignment and focus on sustainable 2. Customer Focus
achievement of goals.
excellence 3. Leadership and
2. Understand what markets and
3. Organizational and customers value, now and into the Constancy of Purpose
personal learning future, and use this to drive
organizational design, strategy,
4. Management by
4. Valuing employees and products and services. Processes and Facts
partners 3. Continuously improve the system.
5. People Development
4. Develop and value people’s capability
5. Agility and release their skills, and Involvement
6. Focus on the future resourcefulness and creativity to 6. Continuous Learning,
change and improve the organization.
7. Managing for innovation 5. Develop agility, adaptability and
Innovation and
responsiveness based on a culture of Improvement
8. Management by fact continual improvement, innovation
7. Partnership
9. Social responsibility and learning.
6. Improve performance through the use Development
10. Focus on results and of data, information and knowledge to
8. Corporate Social
creating value understand variability and to improve
strategic and operational decision- Responsibility
11. Systems perspective making.
7. Behave in an ethically, socially and
environmentally responsible manner.
8. Focus on sustainable results, value
and outcomes.
WHY AS INDIVIDUALS, A CITY, REGION,
COUNTRY WE WANT TO PROMOTE THIS

18. Other Commonalities
• A disciplined approach
• Systemic
• Systematic
• Engage customers and staff
• Results focused
• Non-Proscriptive
• A proven method

19. How Difficult Is It
“It’s easy, it’s free, and it works.”
Dale Crownover
Two-time Baldrige Recipient
"We have not to risk the adventure alone, for the
heroes of al time have gone before us. The
labyrinth is thoroughly known. We have only to
follow the thread of the hero path."
Joseph Campbell
American Academic

20. How Long Does It Take
Stage 0 Stage 1 Stage 2 Stage 3 Stage 4
“Reaction” “Projects” “Traction” “Integration” “Sustain”
Progress & Assessment Score
Regulatory and Project mentality, Alignment of Clear linkage of Continued improvement
external characterized by projects to strategy; process management as methodologies are
compliance various tactical Focus on leadership and improvement embedded into the
only improvement and management to operational results organization’s culture
activities processes
Award
status
– OR
Decline, as the
organization loses
Typical
discipline and
Framework
changes course
Start
– OR
Give up on the ?
process
Time
Copyright: Mass General ~ 4 – 10 Years
Center for Performance Excellence

21. Conclusions
There’s value in using a framework
to drive improvement
There are several frameworks
from which to choose

22. Presentation & Materials
bdenney@texas-quality.org
www.texas-quality.org
This Presentation & Associated Materials
www.texas-quality.org/dubai
Baldrige Resource Library
www.baldrigepe.org/brl/