Implementing Performance Excellence

The core values and concepts are embedded in the Criteria for Performance Excellence Framework that includes the following seven categories: (1) Leadership, (2) Strategic Planning, (3) Customer and Market Focus, (4) Information and Analysis, (5) Human Resource Focus, (6) Process Management, and (7) Business Results (Baldrige National Quality Program, 2002). (Bell & Elkins, 2004)

For application, these criteria are applied to the "four

faces" or "compass points" for a leader: upward toward superiors, inward toward peers, outward toward customers, suppliers, etc., and downward toward subordinates (Bell & Elkins, 2004).

Internal, non-operations managers can apply these criteria by viewing their department as a micro business. The other departments that they serve are the "customers". A strategic plan should be drawn up for the department, with goals and plans of action, just like an entire company would. It may take some imagination to find a way to track progress, but employees who are involved in such an endeavor often find their work more interesting and will come up with ideas for quality improvement.

Making a decision means taking a stand. When operational managers take a stand to improve quality and performance, they must consider whether the process can hurt

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Approximate Word count = 921
Approximate Pages = 4 (250 words per page)

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