21. หน้าที่ 74 – 111 คาอธิบายหัวข้อ
หน้าที่ 112 – 122 หลักการและแนวคิด
▪ Visionary Leadership
▪ Customer-Driven Excellence
▪ Organizational and Personal Learning
▪ Valuing Workforce Members and Partners
▪ Agility
▪ Focus on the Future
▪ Managing for Innovation
▪ Managing by Fact
▪ Societal Responsibility
▪ Focus on Results and Creating Value
▪ Systems Perspective
27. Approach (A) refers to the methods used by an organization
to address Baldrige Criteria. Approach includes the
appropriateness of the methods to the Item requirements and
the effectiveness of their use
Deployment (D) refers to the extent to which an approach is
applied in addressing the requirements of a Baldrige Criteria
Item. Deployment is evaluated on the basis of the breadth
and depth of application of the approach to relevant work
units throughout the organization
28. Learning (L) refers to new knowledge or skills acquired
through evaluation, study, experience, and innovation. There
are two distinct kinds of learning: organizational and
personal
Integration (I) refers to harmonization of plans, processes,
information, resource decisions, actions, results, and
analyses to support key organization-wide goals. A higher
level of thinking than alignment
29. Levels (Le) refers to numerical information that places or
positions an organization’s results and performance on a
meaningful measurement scale. Performance levels permit
evaluation relative to past performance, projections, goals,
and appropriate comparisons
Trends (T) refers to numerical information that shows the
direction and rate of change for an organization’s results. A
minimum of three historical (not projected) data points is
generally needed to begin to ascertain a trend. More data
points may be needed to define a statistically valid trend
30. Comparisons (C) refer to performance relative to appropriate
competitors, industry comparisons and/or benchmarks
(within the industry or outside)
Integration (I) refers to the extent to which results are
linked to areas that the applicant has indicated as important,
either in the Organizational Profile or in response to Criteria
questions in Categories 1 through 6
31. Performance Projections are not a key scoring factor but are
included in the scoring guidelines
Performance Projections refer to estimates of future
performance. Projections may be inferred from past
performance, may be based on competitors’ or similar
organizations’ performance that must be met or exceeded,
may be predicted based on changes in a dynamic
environment, or may be goals for future performance.
33. หัวข้อ 1.1 Senior Leadership
Fig. 1.1-1 Leadership System
Fig. 1.1-2 Key Communication Methods for workforce, customers,
suppliers, and partners
Fig. 1.1-3 Management Reviews of Performance
หัวข้อ 1.2 Governance and Social Responsibilities
Fig. 1.2-1 Key Aspects of Governance System
Fig. 1.2-2 Evaluating and Improving Leadership Performance
Fig. 1.2-3 Promoting Legal and Ethical Behavior
Fig. 1.2-4 Selection of Key Communities
34. หัวข้อ 2.1 Strategy Development
Fig. 2.1-1 Strategic and Action Planning Processes
Fig. 2.1-2 Key Planning Factors
Fig. 2.1-3 Strategic Objectives, Measures, and Timetable
Fig. 2.1-4 Objectives, Challenges, and Advantages
หัวข้อ 2.2 Strategy Implementation
Fig. 2.2-1 Key Short- and Longer-Term Action Plans
35. หัวข้อ 3.1 Voice of the Customer
Fig. 3.1-1 Listen and Learn Methods
Fig. 3.1-2 Customer Complaint Management Process
Fig. 3.1-3 Customer Satisfaction, Engagement, and
Dissatisfaction
หัวข้อ 3.2 Customer Engagement
Fig. 3.2-1 Identifying and Innovating Product and Service
Offerings
Fig. 3.2-2 Customer Access Mechanisms
36. หัวข้อ 4.1 Measurement, Analysis, and Improvement of Organizational
Performance
Fig 4.1-1 Selecting, Collecting, and Analyzing Measures
Fig 4.1-2 Selecting Comparative Data
Fig 4.1-3 Key Organizational Measures to Support Decision-Making
หัวข้อ 4.2 Knowledge Management, Information, and Information Technology
Fig 4.2-1 Managing Organizational Knowledge
Fig 4.2-2 Keeping Data and Information Reliable, Timely, and Secure
37. หัวข้อ 5.1 Workforce Environment
Fig. 5.1-1 Recruit, Hire, Place, and Retain New Staff
Fig 5.1-2 Workplace Environmental Factors
Fig 5.1-3 Workforce Support Through Policies, Services, and Benefits
หัวข้อ 5.2 Workforce Engagement
Fig 5.2-1 Determining Key Factors that Affect Engagement
Fig 5.2-2 Performance Management Systems to Support High Performance
and Engagement
Fig 5.2-3 Key Factors in Assessing Learning and Development
38. หัวข้อ 6.1 Work Processes
Fig. 6.1-1 Key Work Processes
Fig. 6.1-2 In-process Measures for Managing Processes
on a Daily Basis
หัวข้อ 6.2 Operational Effectiveness
Fig. 6.2-1 Designing and Improving Processes
43. Process view – improvement tool
Define these areas at each key
process activity
Brainstorm possible causes of
errors at each key bone/stem
Identify likely causes of errors
Measure likely causes
Identify and minimize/resolve
cause/source or poor quality
Make the fix a part of the
improved process
System view – dominance, control,
integration
Each bone/stem represents multiple
processes
Processes can be within processes or
interacting with other processes at
multiple points within a system
Understanding processes and the
interrelationships enables
Identification and control of dominate
factors impacting outcome variation
Integration of processes to achieve
higher levels of efficiency and
effectiveness