Insights on Excellence from a Baldrige Education Leader

Posted by Dawn Marie Bailey

One of my favorite educators was my high school American history teacher because I remember really learning something. Rather than taking primarily written tests, we often reenacted notable moments in history, and our tests came from how well we understood the issues facing our characters. In my mind, it allowed us to learn versus just memorize the history, and the assumption was that no matter the complexities of the situation, we all could learn.

Dr. Terry HollidayToday, one of my favorite educators to hear speak is Terry Holliday, commissioner of education at the Kentucky Department of Education. And lucky for me, he is also a Baldrige-Award-winning superintendent from Iredell-Statesville Schools who recently presented at the Baldrige 25th Anniversary Gala.

Educators must have “a firm belief that every child can achieve and have a brighter tomorrow” said Holliday. If you believe that every child can learn, and with the help of tools such as the Baldrige Education Criteria for Performance Excellence, students who might otherwise not graduate can turn their lives around.

Holliday told the story of watching a young lady in Statesville, North Carolina, who had two children and who had originally dropped out of high school accept her high school diploma.

“She was headed toward a life of drugs, crime, and public support,” said Holliday. “Our team [members] at [Baldrige Award recipient Iredell-Statesville] analyzed the data. They developed an approach for an alternative program. They built relationships with students and parents. They created day-to-day processes and capacity building throughout the organization. The end result was that this young lady was the first in her family to graduate from high school, and a life headed toward hardship had been redirected toward a life filled with pride and productivity.”

Holliday said this systematic, data-driven approach to help this young lady and others like her was due to the school system’s use of the Baldrige Education Criteria. “I truly believe that children have benefited due to the Baldrige Criteria,” he said.

Now the commisioner of education in Kentucky, Holliday said that using a systemic and systematic approach, Kentucky became the first state in the nation to adopt common course standards that ensure benchmarking against international compeittors.

“Kentucky was the first state to implement these standards, assess these standards, and get a waiver from [No Child Left Behind] based on these standards,” he said. “In the past, many students who graduated from high school in Kentucky had to take remediation courses in college. Only one in three kids were ready for college and careers. We’ve now raised that bar in Kentucky and we’re going to double that percentage by 2015.”

Holliday also shared his experience attending Baldrige training and serving as an examiner for the Malcolm Baldrige National Quality Award.

“There were two things that I learned that I would never forget: ADLI and LeTCI [evaluation factors used by Baldrige examiners: approach-deployment-learning-integration and levels-trends-comparisons-integration]. So I used those throughout my career and use them today in education. We’re always looking for a silver bullet. We think if we just get a little bit more money or this new program in place we can solve all of the academic problems of all of our children, but the only silver bullet I ever found was hard work; systemic, systematic approaches; done with data-driven decision making, so you have to have humility and feedback loops, and you’ve got to integrate what you learned throughout the K-12 system.”

At the conclusion of his Baldrige 25th-anniversary speech, Holliday said, “I thank you, the Baldrige community, for providing this educator and many like me, inspiration, determination, knowledge, skills, and a firm belief that every child can achieve and have a brighter tomorrow. . . . So on behalf of the thousands of potential drop outs from Iredell-Statesville Schools who have graduated; on behalf of the hundreds of Special Education, African American, and Hispanic children at Iredell-Statesville who have closed the achievement gap. . . . and on behalf of 4,500 additional high school graduates in the class of 2012 in Kentucky who graduated high school and were career ready, I say happy twenty-fifth and I’ll see you all for the fiftieth.”

For me, this focus that each and every child can achieve and learn is as inspirational as it gets in education. What has been your inspiration for helping children learn?

This post is the second in a four-part series providing highlights from senior leaders’ speeches at the Baldrige Program’s 25th anniversary celebration. See and share more photos and a slide show from the 25th anniversary gala and award ceremony.

 

 

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Insights on Excellence from a Baldrige Manufacturing Leader

Posted by Christine Schaefer

For those who wish to learn more about performance excellence from senior leaders of role-model organizations, this post is the first in a four-part series sharing insights from senior leaders of Baldrige Award-winning organizations. Speaking at the Baldrige Program’s recent 25th Anniversary Gala, each leader described the value of the Baldrige framework and core values in their organizations and sectors.

Cargill Kitchen Solutions President Chris Roberts expressed appreciation for the positive impact of Baldrige principles in both his professional life and his personal life. Roberts’s Cargill business unit—formerly known as Sunny Fresh Foods—received the Baldrige Award in both 1999 and 2005.

Cargill Kitchen Solutions President Chris Roberts

Cargill Kitchen Solutions President Chris Roberts

Speaking of the variety of U.S. organizations today that produce high-quality products and services while guided by use of the Baldrige framework for performance excellence, Roberts remarked, “Who would have ever thought that the worlds of fiber optics, dental and financial products, health care, and academia could be influenced by a simple yet powerful idea cultivated each year by both the Baldrige Program and NIST?”

Roberts recalled that while he has benefited for years in his personal life from use of products such as cars and computing technologies of companies with a Baldrige-based focus on quality, he was formally introduced to the Baldrige principles just seven years ago as a member of the Cargill Corn Milling business leadership team.

At that time, “I began to learn the formal practices of an organization that went about its daily business of buying, converting, making, moving, innovating, and selling all based on the Baldrige principles,” he said. “Suddenly I understood the secret sauce, as some would call it, as I viewed the power of an engaged team linked to a thoughtful strategy which came to life countless times each day in factories, terminals, offices, and facilities, day and night, in good weather and bad, no matter what.”

Roberts then recalled his participation in the self-assessment and award application process that resulted in Cargill Corn Milling’s becoming a Baldrige Award recipient in 2008.

“I realize that I’m a much better leader today,” he said, “because I deeply understand the value of a business built on a sound mission, vision, and values; visionary leadership; relentless customer focus; clear and transparent communication; continuous learning; agility; thoughtful planning; and innovation—all linked to the power of a team of engaged stakeholders who are responsible citizens in the communities in which they both work and live.”

“I get to live those values each day as the current president of Cargill Kitchen Solutions, a two-time Baldrige Awardee,” he added.

Roberts challenged Baldrige Award recipients both past and present to “stay the course” because “there is a consumer, a patient, a student, a neighbor, or a close friend whose lives we are impacting every day.”

“Each day, if we relentlessly live by these principles” and “do what we do best,” he suggested, “one of them could be standing before us [as leader of a Baldrige Award recipient] 25 years from today.”

Inspired by Roberts, I hope that I have the privilege 25 years from today of being at a Baldrige Award ceremony where leaders of role-model organizations of every sector tell of how the Criteria have helped sustain them and the entire U.S. economy at world-class levels of excellence.

The next post in this series will share insights on excellence from Terry Holliday, former superintendent of Iredell-Statesville (NC) Schools, a 2008 Baldrige Award recipient. See and share more photos and a slide show from the Baldrige 25th anniversary gala and award ceremony.

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Some Baldrige People with Major Influence in Health Care

Posted by Christine Schaefer

This year’s “100 Most Influential People in Healthcare” nominees list draws from the senior leadership ranks of several Baldrige Award-winning organizations. Among the 300 nominees named in Modern Healthcare’s 12th annual competition are six leaders in organizations that have received Baldrige Awards in recent years.

These are (in alphabetical order) Susan DeVore of Premier Inc., a 2006 Baldrige Award recipient in the service category; Mike Murphy of Sharp HealthCare, a 2007 recipient; Nancy Schlichting of Henry Ford Health System, a 2011 recipient; Quint Studer of the Studer Group, a 2010 recipient in the small business category; Rulon Stacey, who presided over Poudre Valley Health System when it won a Baldrige Award in 2008 and currently leads University of Colorado Health (of which Poudre Valley Health System is now a part); and William Thompson of SSM Health Care, the first Baldrige Award winner in the health care sector—in 2002. Stacey is also the chair of the Baldrige Program’s Board of Overseers.

In addition, the “100 Most Influential” nominees include participants in the Baldrige Executive Fellows program: Deborah Bowen of the American College of Healthcare Executives and Peter Pronovost of Johns Hopkins Medicine and Johns Hopkins Hospital. Also named among nominees is former Baldrige Overseer Thomas Dolan, president emeritus of the American College of Healthcare Executives.

Besides leaders of government, nonprofit, and private-sector organizations that oversee, study, provide, or otherwise support health care in the United States, the list names several political leaders on Capitol Hill who are in positions of great influence relative to health care legislation and policy. U.S. President Barack Obama and Microsoft co-founder and philanthropist Bill Gates are also named among nominees.

Online voting for the finalists is open to all and will continue through June 14. The “100 Most Influential” final rankings will be published in the August 26 issue of Modern Healthcare and online at ModernHealthcare.com. Congratulations to all the nominees!

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Is Baldrige Worth the Investment? Let’s Start with the Military …

Posted by Dawn Marie Bailey

Times U.S. recently ran a story “A Better Return On Investment” about Georgia’s Fort Stewart Army post’s Baldrige journey.

Baldrige staff and stakeholders that I’ve heard from have varying opinions of whether the article has a negative or neutral spin. Regardless, in my opinion, what we need to continue to do is educate organizations on the return on investment inherent in Baldrige–the value proposition, if you will.

And to borrow something I heard a Baldrige stakeholder say, “Government is spending money to save money–that sounds paradoxical.” I contend that the military is saving money investing in Baldrige.

Here’s the letter that we wrote to the editor:

Thank you for your recognition of the Malcolm Baldrige National Quality Award and its value to military and other organizations.

We’d like to share with your readers the heavy return on investment experienced by military and veterans’ affairs organizations that invest in the resources of the Baldrige Performance Excellence Program, including the Baldrige Award, in which each applicant receives an evaluation by up to 18 trained Baldrige examiners whose expertise spans the entire U.S. economy.

Let me offer a shining example from within the military ranks. Through investment in the Baldrige Criteria and feedback gained through its application for the Baldrige Award, 2007 Baldrige Award recipient Army Armament Research, Development, and Engineering Center (ARDEC):

  • Increased overall revenue from $640 million in fiscal year (FY) 2001 to over $1 billion in FY2007, with an overall cost avoidance of $3.22 billion from 2001 to 2007. Furthermore, in the same period, ARDEC saw revenue from non-Army customers grow from $60 million to $140 million;
  • Achieved overall improvements in quality (91 percent), cost reduction (70 percent), schedule (67 percent), and risk management (84 percent), with an overall cost avoidance of $3.22 billion since 2001; and
  • Increased overall customer satisfaction ratings from 3.48 (on a 4-point scale) in FY2000 to 3.75 in FY2007, exceeding both government and industry benchmarks.

Education and award programs based on Baldrige at all levels of the military also have reported significant returns on investment. These include the Army Communities of Excellence Program for all Army National Guard organizations and the Secretary’s Robert W. Carey Performance Excellence Awards for all U.S. Department of Veterans Affairs (VA) agencies. In fact, Carey Award-recipient hospitals have consistently outperformed other VA and non-VA hospitals.

We invite you to contact us to follow up on ARDEC’s success, as well as the success of the Army, National Guard, VA, and other organizations across all sectors of the U.S. economy, including two city governments, on the savings achieved through investing in Baldrige.

Said Dr. Joseph A. Lannon, ARDEC’s director, “ [The men and women of ARDEC] have earned distinction for our organization, the new high-technology Army, and the Department of Defense by embracing the Baldrige Criteria. . . . We [adopted the Baldrige Criteria] in order to become the best organization we can possibly be and provide the best products and support we can to the U.S. Warfighter.”

What examples would you share on whether Baldrige is worth the investment?

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Still Going Strong (Thanks Harry!)

Posted by Bob Fangmeyer

It is obvious to most folks in the Baldrige community that the next director of the Baldrige Performance Excellence Program has a tough act to follow! Harry Hertz’s leadership ensured our program’s sustainability during his long tenure and, in particular, during the initially uncertain transition to a new business model in recent years. With Harry’s retirement this week, our staff has been feeling both appreciative of and inspired by the legacy he has left us.

Since I am serving as acting director of the Baldrige Program until Harry’s successor is named later this month, I am taking this opportunity to briefly introduce myself to those who may not know me and reassure you that the Program is still going strong. Our fantastic team will continue to provide the service you have come to expect, and continue to implement our business plan as we transition to new leadership.

With the completion of examiner training last month, we have over 400 examiners prepared to support program needs, including the annual Baldrige Award process, the new Baldrige Collaborative Assessments, and/or the development of the next Baldrige case study. In addition, the Baldrige Program will continue to offer the 2013-2014 Criteria for Performance Excellence booklets and online publications and tools to help organizations in every sector improve their performance. Now in its third year, the Baldrige Executive Fellows Program will continue to provide senior executives the opportunity to share best practices and problem-solving solutions applicable to their organizations developed in face-to-face meetings at award recipient sites and with other CEOs and executives.

And we hope you’ll continue to visit this blog and our home page (at www.nist.gov/baldrige) to keep current with program news—as well as offering comments here and participating in the various LinkedIn discussion groups for the Baldrige community to share examples of and insights on performance excellence.

We all look forward to the imminent announcement of the next director of the Baldrige Program. Until then, we continue our improvement journey and expect to serve you all better as we grow and learn together with the entire Baldrige Enterprise.

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