“Getting Results!
The Baldrige National Quality Program”
Visual: A crystal ball.
Text: The words “The Quest for Excellence®” appear.
Narration:
“If you want to see success in your organization’s future this is the crystal to look in to.”
Visual: The Malcolm Baldrige National Quality Award crystal rotating.
Text: The words “The Malcolm Baldrige National Quality Award” appear.
Narration:
“The Malcolm Baldrige National Quality Award ? the nation’s highest honor for
performance excellence. Yet it’s so much more than a prestigious award. Since 1988 it’s been the symbol of a program that gets results.”
Text: The show’s title appears, “Getting Results! The Baldrige National Quality Program.”
Visual: Raymond Marlow, Marlow Industries, on camera
“We didn’t set out to win an award. What we set out to do was to look at a total quality system that would provide continuous improvement to our customers.”
Visual: Earnest Deavenport, Chairman and CEO, Eastman Chemical Company, on camera
“We did it to win customers. We did it to grow. We did it to prosper and to remain competitive and indeed in a world marketplace.”
Visual: Christy Stephenson, Chief Executive Officer, Robert Wood Johnson University Hospital Hamilton, on camera
“Even in my most optimistic I didn’t foresee all of the benefits of being part of the Baldrige process. It’s energized this organization, it’s unified and motivated employees. There’s a renewed sense of pride. I think the quality of all of the work that we do, the actual results of the organization are better because we’ve been part of this process.”
Visual: Technician looking at MRI images on screens at Robert Wood Johnson University Hospital Hamilton
Narration:
“And results are what this process is all about.”
Visual: Printing machines in operation at Branch Smith Printing
Text: The words, “3 x Market Share, Branch-Smith Printing” appear.
Narration:
“Tripling market share.”
Visual: Manufacturing activities at MESA Products
Text: The words, “Sales Up 93%, MESA Products, Inc” appear.
Narration:
“Increasing sales.”
Visual: Jet taking off from a ship.
Text: The words, “Revenues Up 100%, Boeing Aerospace Support” appear.
Narration:
“Raising revenues.”
Visual: News cars and salesman with customer at Park Place Lexus
Text: The words, “Customer Satisfaction to 98%, Park Place Lexus Service Departments” appear.
Narration:
“Improving customer satisfaction.”
Visual: Students writing at Pearl River School District
Text: The words, “76% of Students’ AP Scores = 3 +, Pearl River School District” appear.
Narration:
“Increasing student achievement.”
Visual: Patient care at Bronson Methodist Hospital. Technician giving sonogram to expectant mother and nurses with a child and older man.
Text: The words, “Patient Satisfaction to 97%, Bronson Methodist Hospital” appear.
Narration:
“Improving patient satisfaction.”
Visual: Doctors, nurses and technicians at Robert Wood Johnson University Hospital Hamilton
Text: The words, “98% Registered Nurses Retained, Robert Wood Johnson University Hospital Hamilton” appear.
Narration:
“And retaining employees and staff.”
Visual: Montage that represents a wide variety of types of organizations that have received the Baldrige award.
Narration:
“Results like these are being achieved in manufacturing, service and small business as well as healthcare, education and nonprofit because the Baldrige process is for all organizations. And it benefits far more than just those that apply for the award.”
Visual: Harry S. Hertz,Director, Baldrige National Quality Program, on camera
“The Baldrige program truly is a national education program with its goal being to educate organizations of all types about the components of a full management system and what you need to be thinking about if you want to be successful running an enterprise today. Baldrige is about taking you from where you are to the next level of performance.”
Visual: Manufacturing at Texas Nameplate
Narration:
“And where you are may be at the very beginning. . .”
Visual: Dale Crownover, President and CEO, Texas Nameplate Company, Inc., on camera.
“I didn't have a lot of formal education running a business, so the Baldrige Criteria was kind of my business plan. So I really did sincerely embed this as much as possible.”
Visual: Patient care at SSM Health Care
Narration:
“Or you may be doing just fine.”
Visual: Sister Mary Jean Ryan, FMS, President/CEO, SSM Health Care, on camera
“We were financially sound and all of the rest but we just said we’ve got to get better. So we’ve applied the Baldrige and what we said to people is this is the best way to get better faster. We are a very different organization today than we were just four years ago when we first began this process. Baldrige has been the key to a level of success that I believe we imagined and hoped for but never really knew until we became involved with it.”
Visual: Koichi Nishimura,Chairman, President & CEO, Solectron Corporation, on camera
“You have to work both hard and intelligently if you are going to be consistently successful. You have to be pretty persistent and determined and focused in how you go about doing your business and so we decided to adopt the Baldrige process to do that as a road map. If you are going from here to New York, there are many ways to get there. We decided to take the interstate.”
Visual: Horst Schulze, President and Chief Operating Officer, The Ritz-Carlton Hotel Company, L.L.C., on camera.
“For seven years in a row we improved customer satisfaction, we improved occupancies, we improved employee satisfaction, we lowered turnover, and we improved annually our profit. And we lowered the hours worked annually. This is only possible because we followed the Baldrige criteria.”
Visual: Harry Hertz on camera
“The Baldrige process is about getting better. The Baldrige process is about seeking performance excellence. And the Baldrige criteria and framework provide them a framework for looking at everything that’s important to getting better.”
Visual: Debbie Collard, Director, Business Excellence, Boeing Aerospace Support;
Former Director, Business Excellence. Boeing Airlift and Tanker Programs
“What I like so much about the criteria for performance excellence is it's a systematic approach across the whole organization that helps you get results in every area, better results in every area.”
Visual: Baldrige award criteria booklets include Criteria for Performance Excellence, Health Care, and Education and a variety of manufacturing activities.
Text: The words “Criteria for Performance Excellence – Inclusive” appear.
Narration:
“While other approaches focus on a single aspect such as leadership or process
management the Baldrige Criteria provide an integrated management framework that addresses all the factors that define an organization’s operations and results. And the process is compatible with Lean and Six Sigma strategies as well as ISO 9000. ”
Visual: Robert W. Galvin, Chairman, Motorola, Inc., on camera.
“Anything that’s wrong is costing you money. If you get the process exactly right it’s going to be cheaper and it’s going to be better.”
Visual: Criteria for Performance Excellence booklet
Text: The words “Criteria for Performance Excellence – Adaptable” appear.
Narration:
“The Criteria are also adaptable. Designed for self-assessment, they ask questions that you can answer in a way that deals with your business, your challenges and your operating environment. That’s why so many different kinds of organizations - small and large - are using the Criteria so successfully.”
Visual: Children getting off buses and in classrooms.
Narration:
“For example a school district in Illinois that serves over 12,000 students from
kindergarten through eighth grade and another school district in South Central Alaska that provides pre-school to post-secondary education for 214 students and three schools spread out over 22,000 square miles.”
Visual: Campus of the University of Wisconsin-Stout
Narration:
“And the Baldrige process can be found in institutions of higher learning as well.”
Visual: Dr. Charles Sorensen, Chancellor, University of Wisconsin-Stout, on camera.
“We have demonstrated that this is a good way to go for public higher education and private higher education − to measure quality and to be accountable to the taxpayers and to our stakeholders.”
Visual: Exterior of Pal’s Sudden Service.
Narration:
“And then there’s Pal’s Sudden Service.”
Visual: Thomas A. Crosby, President / CEO, Pal's Sudden Service, on camera.
“We're a small hot dog and hamburger operation in the hills of Tennessee, but we can effectively apply the criteria and have tremendous results.”
Visual: Dr. E. David Spong, President, Boeing Aerospace Support, Former Vice President and General Manager, Boeing Airlift and Tanker Programs, on camera.
“You've got to be good in them all and you've got to be trying to improve and comparing yourself to the rest of the world otherwise you won't be world class, and even if you are one day, you won't stay there because the world will move by you or you'll take your eye off the ball somewhere and something will go in the wrong direction.”
Visual: John Heer, CEO, North Mississippi Health Services, Former President, Baptist Hospital, Inc., on camera.
“If you break the Baldrige Criteria down, all it is is how to run a quality organization. And get great results. And isn’t that what companies are in business for?”
Visual: Montage of activities from a variety of Baldrige award recipients.
Text: The words “Criteria for Performance Excellence - Continually Improved” appear.
Narration:
“The Baldrige criteria are regularly evaluated and improved so they consistently represent the leading edge of validated management practice.”
Text: The words “Criteria for Performance Excellence - Sustain Success” appear.
Narration:
“That’s just one of the reasons the process can also help organizations sustain success – and grow - like this two-time Baldrige recipient.”
Visual: Scenes of food preparation on assembly lines at Sunny Fresh Foods, Inc.
Narration:
“The first time Sunny Fresh Foods received the Malcolm Baldrige National Quality Award it was in the Small Business category. The second time it was in the manufacturing category ? having nearly doubled in size and increased revenues by 93%.”
Visual: Mike Luker, President, Sunny Fresh Foods, Inc., on camera.
“We realize that quality is a journey. That when we received the first Baldrige, that wasn't a destination, that was a milestone. It really does show that through the Baldrige process and application of the criteria you can have a business model that is truly sustainable; that through growth, through change, you can continue to keep the focus and the business on the customer and on our stakeholders.”
Visual: Dr. Richard Maurer, Superintendent of Schools, Pearl River School District on camera
“Baldrige means continuous improvement. We’re not there yet. We’re continuously improving. And it’s something that is so deep in our organization that the concepts and principles of Baldrige will be applied forever here.”
Visual: Paula Marshall-Chapman, Chief Executive Officer, The Bama Companies, Inc., on camera.
“We’ve gotten so many wonderful things out of this process that we don’t want to lose the momentum. And we don’t want to lose the properties of things that we’ve gotten. So we will be continuing on.”
Visual: John P. Friel, President and CEO, Medrad, Inc., on camera.
“Baldrige isn’t something extra. It’s part of what we do. We do Baldrige everyday. So if you want to improve the performance of the organization, it’s an excellent framework and an excellent set of tools to use to help drive continuous improvement.”
Visual: Production scenes at Medrad Inc.
Narration:
“What all these organizations – and hundreds more – have in common is that they took the first step.”
Visual: Harry Hertz on camera
“When you’re first getting started, there are all sorts of tools that we provide for you to do self-assessment, to do rapid employee survey-based self-assessment, and the results you get from that will jump start your initiative toward improving. But at some point you have to decide, ‘I wanna get some external validation. I want to find out how well I’m doing in comparison to other organizations.’”
Visual: Logos of many Baldrige-based state quality programs and recipients of those programs’ awards.
Narration:
“One of the best ways to do that is to apply to state and local programs that use Baldrige-based criteria ”
Harry Hertz:
“It’s a great place to get started with networking, with a simplified application process and get that valuable feedback that will accelerate your improvement.”
Visual: Mike Strong, Executive Director, Oklahoma Quality Award Foundation, on camera.
“The feedback report consists of strengths and opportunities for improvement and for those organizations that are new to the process this gives them that line in the sand on areas where they can focus some of their resources to make themselves better.”
Visual: Harry Hertz on camera
“And then eventually, hopefully, you will see the great benefit that it’s providing and then you’ll submit a Baldrige application and get the feedback that you enjoy from the Baldrige process.”
Visual: Michael S. Levinson, City Manager, City of Coral Springs, Florida, on camera.
“The true benefit of being involved with the Florida Sterling Council and the Baldrige Award process is not the awards. It’s the feedback and the opportunities for improvement that are identified in those feedback reports are immediately injected into our business plan to improve our processes which drive better results.”
Visual: Malcolm Baldrige award feedback report and scenes of examiners preparing reports.
Harry Hertz:
“We’ve been told many times that the feedback report is invaluable. It really is about the cheapest, most valuable business consulting or organizational consulting that you can get in the United States today because you’re getting a whole team of experts to look at your organization from perspectives of multiple industriesand the knowledge they bring from them to bear on the specifics of your organization.”
Visual: Mike Levinson on camera
“People say, ‘Why Baldrige?’ My answer is very simple. Triple A bond rating on Wall Street from all three rating agencies. Bringing capitol projects in on time and within budget. A 96% business satisfaction rating, a 94% resident satisfaction rating, an overall quality rating of 95% and an employee satisfaction rating of 97%. That’s why we’re involved with Baldrige. “
Visual: Harry Hertz on camera.
“If you’re using the Baldrige criteria, if you’re applying for the Baldrige Award, you’re applying for the feedback to accelerate the improvement of your organization. If you should receive the award at some point, that’s wonderful. But it’s about improving your organization.”
Visual: The Baldrige medallion over a background of a waving American flag.
Text: The words, “The Baldrige National Quality Program , Getting Results!
www.baldrige.nist.gov, The Quest for Excellence®” appear.
Narration:
“The Baldrige National Quality Program. It’s all about results so visit our web site, imagine your future, and begin your quest for excellence!”
Visual: Malcolm Baldrige National Quality Award over American flag
Text: closing credits
Presented by
U.S. Department of Commerce
National Institute of Standards and Technology
and the
Foundation for the Malcolm Baldrige National Quality Award
The Award has six eligibility categories.
Manufacturing, Service, Small Business, Education, Health Care, Nonprofit
Produced by Signature Communications, Inc.
Writer
Joan Porter
Narrator
Craig Sechler
Videographers
Michael Marton
Chris Sciannella
Thomas Tragert
Editor
Joanna Crider Pearson
Directors
John Allen
Thomas Tragert
Bastian Wimmer
Executive Producer
Ron E. Meininger
NIST Public Affairs
The display of products and services in this program is for demonstration purposes only and does not imply an endorsement by NIST.
April, 2008
For More Information, contact:
Baldrige National Quality Program
100 Bureau Drive, Stop 1020
National Institute of Standards and Technology
Gaithersburg, MD 20899-1020
Phone: (301) 975-2036
Fax: (301) 948-3716
e-mail: nqp@nist.gov
Web site: www.baldrige.nist.gov
Final Text:
Baldrige National Quality Program
Performance Excellence and Innovation
BNQP Website comments:
baldrige@nist.gov
Date
created: 10/06/09
Last updated: 10/06/09
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