In my previous article entitled: Human Resource Focus - Baldrige Assessment Case Studies for Category 5, I shared about common assessment findings of several companies being assessed by a group of trained and experienced assessors. In this article, I will provide similar findings but on Process Management of the Baldrige Criteria. It is provided in the form of case studies which include Criteria summary as described in year 2001 Baldrige Criteria, assessment findings in terms of Strengths and Area for Improvements.

There are seven categories in the Baldrige Criteria. In this article, I will deal with the bold categories listed below:

Leadership | Strategic Planning | Customer and Market Focus | Information and Analysis | Human Resource Focus | Process Management | Business Results

Criteria Summary Category 6 – Process Management

The Process Management Category examines the key aspects of your organization’s process management, including customer-focused design, product and service delivery, key business, and support processes. This Category encompasses all key processes and all work units.

6.1 Product and Service Processes Describe how your organization manages key processes for product and service design and delivery.

6.2 Business Processes Describe how your organization manages its key processes that lead to business growth and success.

6.3 Support Processes Describe how your organization manages its key processes that support your daily operations and your employees in delivering products and services.

Common Strengths

   1. A comprehensive process is in placed and widely implemented for product and service design and delivery. Key performance measures and indicators are developed and monitored for continuous improvement.
   2. Key process monitoring points are capture promptly and analyzed to control the process to its optimized level. Regular review of its trend is established in the weekly production meetings.
   3. Delivery logistic process are well established and track using the computerized ERP system. Exception reports are generated and reviewed by department heads to capture abnormal trends.

Common Area for Improvement

   1. Business process for partnership and reinvestment is not documented. Decision made on these areas are ad-hoc and analysis of data are not performed to support decision
   2. Although there is a comprehensive production and delivery processes, it was noted from the internal audit that non-compliance to these process are repeated and not evidence of a systematic approach to prevent this from occurring.
   3. Supplier process is was not review for improvement such that performance of supplier may be improvement to cope with companies growth.

In summary, having understood the core value and concepts of Malcolm Baldrige, leaders of company would have a better idea TQM success may be represented by Malcolm Baldrige Assessment. Its assessment report both Strengths and Area for Improvement is a value-added feedback moving forward. My next article will share some case studies on assessment of several companies in Business Results - Category 7

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Disclaimer: All rights reserved. This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use of this article in any way.

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About the Author: LM Foong

The author is a trained Assessor in Baldrige style of assessment. He facilitates Baldrige style Assessment workshops and post assessment improvement. He publishes TQM articles, ebooks, case studies, trainer manual and presentation slides. Please visit my Web Site for Baldrige Criteria 2001 and other TQM related matters

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