波多里奇獎主題5-6課件

1、Subject主題 5Self-Assessment and ImprovementBased on Baldrige Criteria基于波多里奇標準的自我評估和改進2022/7/241Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯5.1 Introduction to Self-Assessment5.1自我評估導論2022/7/242Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯Reasons for Self-Assessment（1）自評的原因Customers and com

2、petitors are driving a need to change (Response to threats).顧客和競爭者驅(qū)動變化的需求（響應(yīng)威脅）。Your industry is changing rapidly (Looking for flexibility).行業(yè)正在快速變化（尋找靈活性）。Life beyond ISO (Continual improvement).ISO保證后的下一步（持續(xù)改進）。Your leadership team has committed to enhance organizational learning. 你的領(lǐng)導里隊伍承諾加強組織的學習

3、。Your organizations values are aligned with the Core Values of the Criteria.組織的價值與標準的核心價值協(xié)調(diào)一致。2022/7/243Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯Reasons for Self-Assessment（2）自評原因You could capitalize on one or more of the following benefits of conducting a self-assessment and implementing a

4、ction plans for improvement: 你可以從執(zhí)行自評和實施改進措施中得出下列好處：jump-starting change initiatives 啟動變化energizing improvement initiatives 加強改進focusing your organization on common goals 組織目標的一貫化Provides: - current strengths and opportunities, - a baseline to measure future progress. 提供：-目前的優(yōu)勢和機會；測量未來進展的基準Self-asse

5、ssment can provide an impetus for learning, a stimulus for growth, and a trigger for action. 自評能為學習提供動力，為發(fā)展提供刺激因素，為行動提供驅(qū)動器。 2022/7/244Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯pCase Study 案例研究9In accordance to the Baldrige program:依據(jù)波多里奇方案：The Criteria are designed to help organizations use

6、an integrated approach to organizational performance management that results in (3 goals): 設(shè)計本標準是為了幫助組織使用完整的方法進行組織業(yè)績管理，以完成下列目標：Goal 1:delivery of ever-improving value to customers, contributing to marketplace success 向顧客不斷提供改 進價值，以及貢獻于市場成功。Goal 2:improvement of overall organizational effectiveness a

7、nd capabilities 整個組織有效性和能力的改進。Goal 3:organizational and personal learning 組織和個人的學習。2022/7/245Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯pCase Study 案例研究9Please review the definitions of management and process approaches on the next 4 pages and 請在下面4頁回顧管理和過程方法的定義，并：1.Decide which approach is a

8、pplicable to your operation哪一種方法適用于你的經(jīng)營：Reacting to Problems; Early Systematic Approach 問題反應(yīng)式 早期的系統(tǒng)性方法Aligned Approach; Integrated Approach 協(xié)調(diào)方法 綜合的方法2. Based on your operation and understanding of the Baldrige Criteria, do you agree Baldrige Criteria is an effective tool to achieve the 3 goals? Ans

9、wer the questions by giving scores.基于你對波多里奇標準的經(jīng)營和理解，你是否認同波多里奇標準是完成3大目標的有效工具？(1= strongly disagree非常不贊同, 3= can not decide不能確定是否贊同, 5=strongly agree非常贊同)Goal 1: _ Goal 2: _ Goal 3: _3.Give explanations if you have given score(s) in the 1 to 3 band.清對你給的分數(shù)加以解釋。 2022/7/246Prepared by Strategy, Risk and

10、 Rating (SRR) 科飛咨詢翻譯Reaching to Problems問題反應(yīng)式 Operations are characterized by activities rather than by processes, and they are largely responsive to immediate needs or problems.經(jīng)營基于個別行動而不是由過程管理，他們在很大程度上對需求或問題進行立即響應(yīng)。Strategic and Operational GoalsCase Study 92022/7/247Prepared by Strategy, Risk and

11、Rating (SRR) 科飛咨詢翻譯 (2) Early Systematic Approach早期的系統(tǒng)方法 The organization is at the beginning stages of conducting operations by processes with repeatability, evaluation and improvement, and coordination among organizational units.組織通過可重復(fù)的過程、評價和改進以及組織單元間的協(xié)調(diào)開始執(zhí)行經(jīng)營。Strategic and Operational GoalsCase

12、Study 92022/7/248Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯(3) Aligned Approach協(xié)調(diào)方法 Operations are characterized by processes that are repeatable and regularly evaluated for improvement, with learnings shared and with coordination among organizational units.組織通過在內(nèi)部各單元分享、學習，實施可重復(fù)的、定期的更改評價進行經(jīng)營

13、。Strategic and Operational GoalsCase Study 92022/7/249Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯(4) Integrated Approach綜合的方法 Operations are characterized by processes that are repeatable and regularly evaluated for change and improvement in collaboration with other affected units. Efficienci

14、es across units are sought and achieved.組織通過對與其他有影響的單元的合作帶來的變化和改進的可重復(fù)的、定期的評價過程進行經(jīng)營?？梢垣@得跨單元的有效結(jié)果。Case Study 9Strategic and Operational Goals2022/7/2410Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯What Is Assessment?什么是評估？The assessment is an examination of methods, processes, implementation and

15、results not of individuals competence or performance.評估是對方法、執(zhí)行和結(jié)果而不是對個人能力或業(yè)績的檢查。There are no right or wrong answers. Everyones perception of the situation is accurate in the sense that it reflects their personal experience.沒有正確或錯誤的回答。每個人對情況的感知是準確的。The purpose is to find opportunities to improve, not

16、 to check up on people.目標是發(fā)現(xiàn)改進機會，而不是檢查個人。For an assessment to be effective, an environment must be created in which people feel free to discuss opportunities for improvement. It is not a compliance audit.為了有效的評估，必須為人們創(chuàng)建一個自由言論的環(huán)境，以討論改進機會。這并不是一種符合性審核。2022/7/2411Prepared by Strategy, Risk and Rating (S

17、RR) 科飛咨詢翻譯Audit vs. Assessment Warning Signals審核：評估- 警告信號（1）Here are some of the warning signals that will tell you when people are still thinking of the assessment as a compliance audit: 下面是當人們?nèi)匀徽J為評估是符合性審核的時候的警告信號：People refer to the criteria as a “standard” and talk about “compliance” or “conforma

18、nce”. 人們喜歡將標準看作“標準standard”并討論“符合”獲“一致”。The scores seem unduly important to people, and the idea keeps recurring that there is a “pass mark”. 分數(shù)對人們非常重要，并且人們的思想仍然停留在是否“及格”。People feel their own performance is being scrutinized, rather than the system within which they work for example, they may show

19、concern that any “problems identified will be seen as being their fault.人們認為正在被考察的是他們自己的業(yè)績，而不是他們所工作的體系的業(yè)績正在被考察例如，他們認為任何被發(fā)現(xiàn)的問題都會被看作是他們的錯誤。2022/7/2412Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯Audit vs. Assessment Warning Signals審核：評估- 警告信號（2）People become concerned about the number of opportun

20、ities for improvement being identified, perhaps saying things like, “how are we going to deal with all of these?” In a compliance situation, usually every significant shortcoming must be corrected, which in assessment the aim is to find many opportunities in order to identify a few that have the gre

21、atest leverage.人們擔心被發(fā)現(xiàn)的改進機會的數(shù)量，可能會說“我們怎有可能處理所有這些改進機會”。在符合性審核的情況下，通常必須糾正每一個重大的缺陷，評估的目的就是發(fā)現(xiàn)許多改進機會，然后識別最關(guān)鍵的機會。2022/7/2413Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯There is a recurring tendency to talk up the strengths, and to downplay, minimize, or even conceal problems perhaps because of the a

22、bove concerns。 可能由于上述原因產(chǎn)生一些傾向 只說優(yōu)點，同時淡化、最小化，甚至隱瞞問題。The process is perceived as being “owned” by a third party and the “auditors”, not the organization, determine how the assessment is conducted.評估的活動被認為屬于第三方審核員，而不是組織。Audit vs. Assessment Warning Signals審核：評估- 警告信號（3）2022/7/2414Prepared by Strategy,

23、Risk and Rating (SRR) 科飛咨詢翻譯People seem to be concerned that there will be few choices available at the end regarding what action to take the report will indicate what must be done, rather than providing a framework for deciding what issues to address. 人們似乎擔心他們在最后關(guān)于采取何種措施時有很少的選擇余地報告會指出必須做什么，而不是僅提供解決

24、問題的框架。If you see many of these warning signals, then you have more work to do in getting the message across. 如果你看到很多這樣的警告信號，那么你就得改進評估的方法。Audit vs. Assessment Warning Signals審核：評估- 警告信號（4）2022/7/2415Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯Designing An AssessmentCriteriaPeopleProcessNeed to

25、engage capable people: this should not be difficultNo problem: ready-made, well proven criteria availableMany options exist, and choices may determine success or failure2022/7/2416Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯Matching Depth to MaturityThorough AssessmentBasic Assessment“Just Rig

26、ht” Zone“Overkill” Zone“Limited Learning” ZoneMaturity of Improvement EffortsDepth of Assessment2022/7/2417Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯Types of Assessment Workshop format Internal nonspecialist evaluators with minimal training Simplified criteria minimal data gathering Real-tim

27、e feedbackAdvanced TechniquesDepth of Assessment RequirementExternal AssessmentJoint AssessmentFacilitated AssessmentMini-Assessment Project format Trained internal assessors + external assessor / facilitator Flexible use of criteria minimal data gathering Planned data gathering Formal assessment re

28、port Dual team, two-pass format Trained internal data- gathering team Full criteria used Formal “application report” Independent assessment team, with experienced external assessors Formal assessment report2022/7/2418Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯2022/7/2419Prepared by Strategy,

29、Risk and Rating (SRR) 科飛咨詢翻譯Contrasts Between Awards and Assessment Best PracticesTypical Good practice for a National-Level Award Examination (3rd. Party)Typical Good practice for an AssessmentThe process must scrupulously avoid becoming prescriptive: the examiners report will set out in detail the

30、 areas for improvement, but it must not suggest courses of action. And the examination process cannot go further than providing a report. The award applicants themselves have to decide what to do with this information, if anything.The assessment has to arrive at a prescription thats the whole point!

31、 So the assessment process needs to include some kind of prioritization and planning steps that will lead to a sound, well though-out improvement plan. And it is valuable to have the assessors provide some guidance and ideas, as input to the planning step.The process goes to great lengths to avoid a

32、ny bias or conflict of interest real or perceived. This demands an arms length relationship between the examiners and applicants for example there is little or no contact allowed before or after the site visit, and examiners are not allowed to become consults for companies that they have site-visite

33、d.In order to maximize the learning opportunities for people within the organization, it is desirable to have lots of contact between the outside experts and internal people perhaps to develop a long-term working relationship. This need not compromise the objectivity of the assessors if conflicts of

34、 interest are avoided.In order to be through and transparent, the examination process typically relies upon a very detailed and comprehensive “application report” which takes considerable effort to produce. The examiners use this document in two ways: to prepare for site visits, and to screen out lo

35、wer-performing applicants thus avoiding many expensive and perhaps pointless site visits.If you aim is to plan for improvement, the application report can often be greatly simplified or even eliminated, thus saving considerable time and effort.An application report is not necessary if the assessment

36、 team is made up mostly of internal people, or if the organization is in the early stages of its improvement journey.2022/7/2420Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯Assessment Process StepsMiniFacilitated or JointExternalSelf-Assessment WorkshopPlanningWorkshopLeadership BriefingWorksho

37、pTeam Preparation, Data Gathering, Assessment ReportReport PresentationPlanning WorkshopPlanning WorkshopReport PresentationExternal Validation,Assessment ReportTeam Preparation, Data Gathering, Assessment ReportLeadership Briefing Workshop2022/7/2421Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻

38、譯Comparison Between Types of AssessmentTypeAssessor CapabilityIndependence of EvaluationExtent of Data GatheringExtent of Intermediate DocumentationUse of Criteria (Depth)MiniInternal people with minimal trainingSelf-evaluation only, with facilitator guiding the process but not contributing to the c

39、ontentLittle or non-perhaps some prework prior to workshopA bullet-point evaluation report produced in real timeMinimal depth: high-level criteria headings onlyFacilitatedInternal people with basic training and some external supportEvaluation by internal team with external guidance on the process an

40、d the evaluation logicPlanned interview process conducted by assessment teamA formal feedback report, developed in two steps: drafted during internal team training, then finalized after data gathering is completeFlexible depth: the full criteria are used, “drilling down” more in those areas where th

41、ere is more substanceJointInternal team members with basic training, plus one or more experiences external assessorsEvaluation by complete team, capturing internal and external perspectivesExternalExperienced external assessors with some internal supportExternal assessment team separate from interna

42、l data-gathering teamTwo-pass process: first pass by internal team to create “application report”, second pass by external teamA detailed formal “application report” created by the internal teamA formal feedback report created by the external assessment teamFull depth: the full criteria are used, in

43、cluding all elements2022/7/2422Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯The Pros and Cons of Different ApproachesTypeProsConsMini quick and inexpensive simple, accessible provides good experiential learning can be a starter for more limited depth limited use of data limited involvement no e

44、xternal perspective risk of superficiality, lack of impactFacilitated more depth more use of data less risk modest cost more effort required limited objectivity, external perspective limited comparisons or insight into best practices used elsewhereJoint greater objectivity and credibility of the rep

45、ort external comparisons and insights into best practices used elsewhere greatest learning experience for insiders flexibility regarding depth more effort required additional time / cost for external assessor(s)External greater objectivity, perspective external comparisons and insights into best pra

46、ctices used elsewhere learning experience for insiders, mainly in creating application report most in-depth reliable, comparable scores credibility of an external report greater internal effort required more steps, more documentation more elapsed time required cost of external assessors potential lo

47、ss of ownership and buy-in2022/7/2423Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯Tailoring the Approach to your SituationSituationPossible ApproachesThe organization is very small. Consider including a sample of people from all levels of the organization in a workshop-style mini-assessment-or

48、even include all employees.The initial goal is education and awareness-raising only, or the leadership team wants to keep its options open about how to proceed. Conduct a mini-assessment without scheduling the planning session. When this is complete, the leaders can decide: (a) to do nothing more (b

49、) to create improvement plans based only on the mini-assessment findings, or to proceed with a more in-depth assessment.Winning the support of the leadership team presents a challenge. Take the time to build support up front, before starting the formal process. Explain that the demands on the leader

50、s personal time should not be excessive with any of the common approaches. Lean toward a more streamlined and less in-depth assessment, but dont render the process ineffective through efforts to compensate for a lack of leadership motivation. Use external resources at key points, to facilitate and t

51、o build the credibility of the process.There is a climate of fear or mistrust. Use only external assessors for data gathering. Use the leadership briefing not only to put across the key messages that should put the leaders more at ease, but also to gauge whether the process can accomplish anything f

52、or this group. Consider carefully whether the current climate is likely to derail the assessment or to transform it into a negative exercise. If this seems likely, consider calling off any assessment for the moment. Initiate a different, more limited process to address the climate issues only.2022/7

53、/2424Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯When Self-assessment Is Not the Right Thing to Do?什么時候進行自我評估是不適當?shù)?？?）It is never too early to begin using the Baldrige Criteria for self-assessment. But there are exceptions.企業(yè)在任何時期使用波多里奇標準都不嫌早，但也有例外的時候。The only item on managements agenda is sho

54、rt-term survival, no long term planning at all. (It is also time to find another job!)所有有關(guān)管理方案的條款是短期的，根本沒有長期策劃。（還處在發(fā)現(xiàn)其他工作的時間）There is no business strategy at all. (there is no value in trying to make the ship more efficient if there is no agreement about the cargo or the destination.)根本就沒有經(jīng)營戰(zhàn)略。（如果一艘

55、船連要載什么貨，向何處行駛都不知道，那還有什么好說的呢？）2022/7/2425Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯When Self-Assessment Is Not the Right Thing to Do?什么時候進行自我評估是不適當?shù)模浚?）There are major organizational changes under way. (leadership team, merge, acquisition, re-org, downsizing, etc.)正在進行重大的組織變化（領(lǐng)導層隊伍、合并、并購、重組、減

56、少規(guī)模等）Black box management style- the leaders do not want to share essential data and information黑匣子管理制度 領(lǐng)導者不希望分享重要的數(shù)據(jù)和信息Wrong culture錯誤的文化 2022/7/2426Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯Wrong Organizational Culture錯誤的組織文化A culture typified by a believe that the organization is tough en

57、ough to survive whatever the environment can dish out and flourish despite such adversity, are usually unwilling to even begin a serious planning process.自認組織經(jīng)得起任何考驗。兵來將擋，水來土淹。Organization with a culture that ordinarily avoids confronting harsh realities will not be able to identify the weakness and

58、 the root causes of existing problems. They believe that their own culture can be adjusted to the strategy without knowing that strategy is limited by and adjusts to the existing culture. 以和為貴，不愿面對和解決矛盾。他們認為自己的文化可以按照戰(zhàn)略加以調(diào)整，但是卻不知道戰(zhàn)略可能受現(xiàn)有文化的限制，并要適應(yīng)現(xiàn)有的文化。2022/7/2427Prepared by Strategy, Risk and Rating

59、 (SRR) 科飛咨詢翻譯5.2 Planning for Self-Assessment Step 15.2.1 Initiations 啟動5.2.2 Boundaries 范圍5.2.3 Criteria 標準5.2.4 Type of Assessment (refer to 5.1) 評估類型5.2.5 Participants 參與者5.2.6 Budget, Resources, and Duration 預(yù)算、資源和期限2022/7/2428Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯5.2.1 Initiation啟動T

60、he self-assessment should be initiated by a Baldrige Criteria Process Expert- You!自我評估應(yīng)該由波多里奇標準的過程專家在座的各位啟動。Visualize how the various options might work in your organization.構(gòu)思何種模式適用于組織中。Get the initial support from the top leader to proceed the “Executive Workshop”從高層領(lǐng)導處獲得啟動支持，同意進行“經(jīng)理主管人員研討會”。Prepa