BALDRIGE

EXCELLENCE
BUILDER
Key questions for improving your
organizations performance

manufacturing
service
small business
nonprofit
government
education
health care
LEADERSHIP
STRATEGY
CUSTOMERS
MEASUREMENT, ANALYSIS, AND
KNOWLEDGE MANAGEMENT
WORKFORCE
OPERATIONS
RESULTS
2017
2018 www.nist.gov/baldrige
Improve Your Performance
The Baldrige Excellence Builder self-assessment helps you identify and improve what is critical
to your organizations success. By completing and acting on this assessment, you will be better
positioned to accomplish your mission, improve your results, and become more competitive.

The Excellence Builder is based on the more detailed Baldrige Excellence Framework and
its Criteria for Performance Excellence.

Heres what the Baldrige Excellence Framework can do for you.

Manufacturer
Grew return on investment at a 23%
compound annual rate; increased
annual orders from repeat and
international customers 32% and Small Business
Government Agency nearly 400%, respectively More than doubled in size over
Achieved $3.22 billion 6 years; created more than
in cost avoidance over $26 million in revenue annually
5 years for 9 years
Organizational Profile

Strategy Workforce

Leadership Integration RESULTS

Customers Operations

Measurement, Analysis, and Knowledge Management

Core s
Hospital
Values and Concept
Nonprofit
Decreased the risk-adjusted Leads all local competitors
mortality rate by 24% in customer engagement and
better than the top-decile loyalty as measured by Net
level in its six-county K12 Public School System Promoter System scores
region Over 10 years, tripled the number of
Advanced Placement exams taken, with
66% of students taking at least one; more
than doubled the number of AP exams
with scores of 3 or higher

Purchase your copy of the Baldrige Excellence Framework today.

www.nist.gov/baldrige/publications/baldrige-excellence-framework
Contents

2 About the Baldrige Excellence Builder

The Baldrige Excellence Builder represents the leading edge of validated leadership
and performance practice.

4 Core Values and Concepts

5 Baldrige Excellence Builder
Answer these questions about the most important features of organizational
performance excellence.

14 Assessing Your Responses

Assess your answers to the Baldrige Excellence Builder questions.

16 Glossary of Key Terms

Learn the definitions of key terms in the Baldrige Excellence Builder.

Using Baldrige to improve was, I think, one of the smartest

things we did in our business. It really gave us a touchstone;
it really gave us an opportunity to . . . constantly measure
ourselves and evaluate how were doing.

Scott McIntyre, Managing Partner, Baldrige Award recipient

PriceWaterHouseCoopers Public Sector Practice

1
 About the Baldrige Excellence Builder
Is your organization doing as well as it could? How do you know? What and
how should your organization improve or change?

The Baldrige Excellence Builder helps you assess your organizations strengths and opportuni
ties for improvement against the most important features of organizational performance
excellence. By completing and acting on this assessment, you will be better positioned to
accomplish your mission, improve your results, and become more competitive.
The Baldrige Excellence Builder is based on the more detailed Baldrige Excellence Framework
and its Criteria for Performance Excellence (see www.nist.gov/baldrige/publications
/baldrige-excellence-framework). For nearly 30 years, Baldrige has been globally recognized
as the leading edge of validated leadership and performance practice.
Organizations around the world use the Baldrige framework to improve and get sustainable
results. Those recognized as U.S. role models receive the Malcolm Baldrige National Quality
Award, a Presidential award. The recipients broadly share their best practices with others.
Through that sharing, many thousands of organizations have improved their operations and
results, and thus their contributions to the U.S. and global economy.

A Focus on Improvement
The Baldrige Excellence Builder helps you understand how well you are achieving your goals
and objectives:
Are your processes consistently effective?
Do your approaches address your organizations needs?
How good are your results?
Is your organization learning, innovating, and improving?
As you answer the Baldrige Excellence Builder questions and assess your responses, you will
identify strengths and opportunities for improvement. Then, as you build on your strengths
and address your opportunities, you create cycles of improvement within your organization.
The building blocks of the Baldrige approach are the core values and concepts (see page 4), the
seven Baldrige Excellence Builder categories, and the evaluation factors described on the next page.

A Systems Perspective
A systems perspective means managing all the parts of your organization as a unified whole to
achieve your mission. It means ensuring that your plans, processes, measures, and actions are
consistent. And it means ensuring that the individual parts of your organizations management
system work together in a fully interconnected, unified, and mutually beneficial manner.

2 Baldrige Excellence Builder

How to Use the Baldrige Excellence Builder
Answer the Organizational Profile questions. Rather than prescribe how you should
structure your organization or its operations or what its mission and goals should be, the
Baldrige Excellence Builder asks you to make those decisions. In the Organizational Profile
(pages 56), you define what is most relevant and important to your organizations mission
and performance.
The Organizational Profile sets the context for your answers to the rest of the questions. It
can also serve as your first Baldrige self-assessment: if you identify topics for which you have
conflicting, little, or no information, you can use those topics for action planning.
Answer the questions in categories 17 (pages 713). Your answers to these questions
are an assessment against the most important features of organizational excellence. The
categories represent seven critical aspects of managing and performing as an organization:
(1) Leadership; (2) Strategy; (3) Customers; (4) Measurement, Analysis, and Knowledge
Management; (5) Workforce; (6) Operations; and (7) Results.
Categories 16 (pages 712) each consist of two items (e.g., 1.1, 1.2), with many of the
questions beginning with how. In answering these questions, give information on your key
processes:
Approach: How do you accomplish your organizations work? How effective are your
key approaches?
Deployment: How consistently are your key approaches used in relevant parts of
your organization?
Learning: How well have you evaluated and improved your key approaches? Have
improvements been shared within your organization? Has new knowledge led to
innovation?
Integration: How do your approaches align to your current and future organizational
needs?
For the five items in category 7 (page 13), report on the results that are the most important to
your organizations success:
Levels: What is your current performance?
Trends: Are the results improving, staying the same, or getting worse?
Comparisons: How does your performance compare with that of other organizations
and competitors, or with benchmarks?
Integration: Are you tracking results that are important to your organization? Are you
using the results in decision making?
Assess your answers: process and results. Use the rubric on pages 1415 to assess your
answers to the questions in each item. Identify your strengths. Then look at the next higher
level to see what you might improve.
Prioritize your actions. Celebrate your strengths and build on them to improve the things
you do well. Sharing the things you do well with the rest of your organization can speed
improvement. Also prioritize your opportunities for improvement; you cannot do everything at
once. Think about what is most important for your organization at this time, and decide what
to work on first. Develop an action plan, implement it, and measure your progress.
After you use the Baldrige Excellence Builder, please email us at [email protected] to tell us
about your experience.

About the Baldrige Excellence Builder 3

 Core Values and Concepts
The Baldrige Excellence Framework and Baldrige Excellence Builder are
based on these core values and concepts. For more detailed explanation,
see the Baldrige Excellence Framework (www.nist.gov/baldrige/publications
/baldrige-excellence-framework).
Systems perspective. A systems perspective means managing all the parts of your organiza
tion as a unified whole to achieve your mission and strive toward your vision.
Visionary leadership. Your organizations senior leaders should set a vision for the organiza
tion, create a customer focus, demonstrate clear and visible organizational values and ethics,
and set high expectations for the workforce.
Customer-focused excellence. Your customers are the ultimate judges of your performance
and of product and service quality. Thus, your organization must consider all product and
service characteristics, and modes of customer access and support, that contribute to customer
satisfaction, loyalty, positive referrals, and ultimately your organizations ongoing success.
Valuing people. A successful organization values its workforce members and the other people
who have a stake in the organization, including customers, community members, suppliers
and partners, and other people affected by its actions.
Organizational learning and agility. Organizational learning includes both continuous
improvement of existing approaches and significant change or innovation, leading to new
goals, approaches, products, and markets. Organizational learning must allow for agility, a
capacity for rapid change and for flexibility in operations.
Focus on success. Ensuring your organizations success now and in the future requires under
standing the short- and longer-term factors that affect your organization and its marketplace,
managing uncertainty and risk in the environment, and balancing some stakeholders short
term demands with the organizations and stakeholders need to invest in long-term success.
Managing for innovation. Innovation means making meaningful change to improve your
products, services, programs, processes, operations, and business model, with the purpose of
creating new value for stakeholders. Innovation requires a supportive environment, a process
for identifying strategic opportunities, and the pursuit of those that are intelligent risks.
Management by fact. Management by fact requires you to measure and analyze your orga
nizations performance, both inside the organization and in your competitive environment.
Analysis of performance measures and indicators should support organizational evaluation,
alignment, and decision making.
Societal responsibility. Your organizations leaders should stress responsibilities to the public
and the consideration of societal well-being and benefit.Your leaders should be role models
for the well-being of your communities.
Ethics and transparency. Your organization should stress ethical behavior by all workforce
members in all stakeholder transactions and interactions. Senior leaders should be role models
of ethical behavior, including transparency, characterized by candid and open communication
on the part of leadership and management and by the sharing of accurate information.
Delivering value and results. Performance results should be chosen and analyzed for you
to deliver and balance value for your key stakeholders. Thus, results need to include not just
financial results, but also product and process results; customer and workforce satisfaction and
engagement results; and leadership, strategy, and societal performance.

4 Baldrige Excellence Builder

 Baldrige Excellence Builder
The Baldrige Excellence Builder includes questions on the most important
features of organizational excellence, starting with a full Organizational
Profile. For a more comprehensive set of questions, see the Baldrige Excellence
Framework booklet (Business/Nonprofit, Education, or Health Care;
www.nist.gov/baldrige/publications/baldrige-excellence-framework).

P Organizational Profile
P.1 Organizational Description: What are your key
organizational characteristics?
a. Organizational Environment
(1) Product Offerings What are your main product offerings*? What is the relative impor
tance of each to your success? What mechanisms do you use to deliver your products?
(2) Mission, Vision, and Values What are your stated mission, vision, and values?
What are your organizations core competencies, and what is their relationship to
your mission?
(3) Workforce Profile What is your workforce profile? What recent changes have you
experienced in workforce composition or your needs with regard to your workforce?
What are
your workforce or employee groups and segments,
the educational requirements for different employee groups and segments, and
the key drivers that engage them in achieving your mission and vision?
What are your organized bargaining units (union representation)? What are your organiza
tions special health and safety requirements?
(4) Assets What are your major facilities, technologies, and equipment?
(5) Regulatory Requirements What is the regulatory environment under which you oper
ate? What are the key applicable occupational health and safety regulations; accreditation,
certification, or registration requirements; industry standards; and environmental, financial,
and product regulations?
b. Organizational Relationships
(1) Organizational Structure What are your organizational structure and governance
system? What are the reporting relationships among your governance board, senior
leaders, and parent organization, as appropriate?
(Continued on the next page)

*For health care organizations, product offerings are health care services.

For education organizations, product offerings are educational programs and services.

See www.nist.gov/baldrige/publications/baldrige-excellence-framework for Baldrige frameworks tailored to the health care

and education sectors.

Baldrige Excellence Builder 5

 (2) custoMers** and stakeholders What are your key market segments, customer
groups, and stakeholder groups, as appropriate? What are their key requirements and
expectations for your products, customer support services, and operations? What are the
differences in these requirements and expectations among market segments, customer
groups, and stakeholder groups?
(3) Suppliers and Partners What are your key types of suppliers, partners, and

collaborators? What role do they play

in your work systems, especially in producing and delivering your key products and
customer support services; and
in enhancing your competitiveness?
What are your key mechanisms for two-way communication with suppliers, partners, and
collaborators? What role, if any, do these organizations play in contributing and imple
menting innovations in your organization? What are your key supply-chain requirements?

P.2 Organizational Situation: What is your organizations

strategic situation?
a. Competitive Environment
(1) Competitive Position What is your competitive position? What are your relative size
and growth in your industry or the markets you serve? How many and what types of
competitors do you have?
(2) Competitiveness Changes What key changes, if any, are affecting your competitive
situation, including changes that create opportunities for innovation and collaboration,
as appropriate?
(3) Comparative Data What key sources of comparative and competitive data are available
from within your industry? What key sources of comparative data are available from
outside your industry? What limitations, if any, affect your ability to obtain or use these
data?
b. Strategic Context
What are your key strategic challenges and advantages in the areas of business, opera
tions, societal responsibilities, and workforce?
c. PerforMance Improvement System
What are the key elements of your performance improvement system, including your
processes for evaluation and improvement of key organizational projects and processes?

Terms in small caps are defined in the Glossary of Key Terms (pages 1618).

**For health care organizations, customers are the users of your health care services (e.g., patients, families, insurers, and

other third-party payors).

For education organizations, customers are the users of your educational programs and services (e.g., students and

parents).

6 Baldrige Excellence Builder

 1 Leadership

1.1 Senior Leadership: How do your senior leaders lead the organization?
(1) how do senior leaders set your organizations vision and values?
(2) how do senior leaders actions demonstrate their commitment to legal and ethical
behavior?

(3) how do senior leaders communicate with and engage the entire workforce and
key customers?

(4) how do senior leaders actions create an environment for success now and in the future?
(5) how do senior leaders create a focus on action that will achieve the organizations
mission?

1.2 Governance and Societal Responsibilities: How do you govern your

organization and fulfill your societal responsibilities?
(1) how does your organization ensure responsible governance?
(2) how do you evaluate the performance of your senior leaders and your governance
board?
(3) how do you address and anticipate legal, regulatory, and community concerns with your
products and operations?
(4) how do you promote and ensure ethical behavior in all interactions?
(5) how do you consider societal well-being and benefit as part of your strategy and daily
operations?
(6) how do you actively support and strengthen your key communities?

Terms in small caps are defined in the Glossary of Key Terms (pages 1618).

Baldrige Excellence Builder 7

 2 Strategy
2.1 Strategy Development: How do you develop your strategy?
(1) how do you conduct your strategic planning?
(2) how does your strategy development process stimulate and incorporate innovation?
(3) how do you collect and analyze relevant data and develop information for your strategic
planning process?
(4) how do you decide which key processes will be accomplished by your workforce and
which by external suppliers and partners?
(5) What are your organizations key strategic objectives and timetable for achieving them?
(6) how do your strategic objectives achieve appropriate balance among varying and
potentially competing organizational needs?

2.2 Strategy Implementation: How do you implement your strategy?

(1) What are your key short- and longer-term action plans?
(2) how do you deploy your action plans?
(3) how do you ensure that financial and other resources are available to support the

achievement of your action plans while you meet current obligations?

(4) What are your key workforce plans to support your short- and longer-term strategic
objectives and action plans?

(5) What key performance measures or indicators do you use to track the achievement
and effectiveness of your action plans?
(6) For these key performance measures or indicators, what are your performance
projections for your short- and longer-term planning horizons?

(7) how do you establish and implement modified action plans if circumstances require a
shift in plans and rapid execution of new plans?

Terms in small caps are defined in the Glossary of Key Terms (pages 1618).

8 Baldrige Excellence Builder

 3 Customers
3.1 Voice of the Customer: How do you obtain information
from your customers?
(1) how do you listen to, interact with, and observe customers* to obtain actionable
information?
(2) how do you listen to potential customers to obtain actionable information?
(3) how do you determine customer satisfaction, dissatisfaction, and engagement?
(4) how do you obtain information on customers satisfaction with your organization relative
to other organizations?

3.2 Customer Engagement: How do you engage customers by

serving their needs and building relationships?
(1) how do you determine product offerings?
(2) how do you enable customers to seek information and support?
(3) how do you determine your customer groups and market segments?
(4) how do you build and manage customer relationships?
(5) how do you manage customer complaints?

Terms in small caps are defined in the Glossary of Key Terms (pages 1618).

*For health care organizations, customers are the users of your health care services (e.g., patients, families, insurers, and

other third-party payors).

For education organizations, customers are the users of your educational programs and services (e.g., students and

parents).

Baldrige Excellence Builder 9

 4 Measurement, Analysis, and

Knowledge Management

4.1 Measurement, Analysis, and Improvement of Organizational

Performance: How do you measure, analyze, and then
improve organizational performance?
(1) how do you track data and information on daily operations and overall organizational
performance?

(2) how do you select comparative data and information to support fact-based decision
making?
(3) how do you select voice-of-the-customer and market data and information?
(4) how do you ensure that your performance measurement system can respond to rapid or
unexpected organizational or external changes?
(5) how do you review your organizations performance and capabilities?
(6) how do you project your organizations future performance?
(7) how do you use findings from performance reviews (addressed in question 5) to develop
priorities for continuous improvement and opportunities for innovation?

4.2 Information and Knowledge Management: How do you manage your

information and your organizational knowledge assets?
(1) how do you verify and ensure the quality of organizational data and information?
(2) how do you ensure the availability of organizational data and information?
(3) how do you build and manage organizational knowledge?
(4) how do you share best practices in your organization?
(5) how do you use your knowledge and resources to embed learning in the way your
organization operates?

Terms in small caps are defined in the Glossary of Key Terms (pages 1618).

10 Baldrige Excellence Builder

 5 Workforce
5.1 Workforce Environment: How do you build an effective and
supportive workforce environment?
(1) how do you assess your workforce capability and capacity needs?
(2) how do you recruit, hire, place, and retain new workforce members?
(3) how do you prepare your workforce for changing capability and capacity needs?
(4) how do you organize and manage your workforce?
(5) how do you ensure workplace health, security, and accessibility for the workforce?
(6) how do you support your workforce via services, benefits, and policies?

5.2 Workforce Engagement: How do you engage your workforce to

achieve a high-performance work environment?
(1) how do you foster an organizational culture that is characterized by open communication,
high performance, and an engaged workforce?

(2) how do you determine the key drivers of workforce engagement?

(3) how do you assess workforce engagement?
(4) how does your workforce performance management system support high

performance and workforce engagement?

(5) how does your learning and development system support the organizations needs and
the personal development of your workforce members, managers, and leaders?
(6) how do you evaluate the effectiveness and efficiency of your learning and

development system?

(7) how do you manage career progression for your workforce and your future leaders?

Terms in small caps are defined in the Glossary of Key Terms (pages 1618).

Baldrige Excellence Builder 11

 6 Operations
6.1 Work Processes: How do you design, manage, and improve
your key products and work processes?
(1) how do you determine key product* and work process requirements?
(2) What are your organizations key work processes?
(3) how do you design your products and work processes to meet requirements?
(4) how does your day-to-day operation of work processes ensure that they meet key
process requirements?

(5) how do you determine your key support processes?

(6) how do you improve your work processes to improve products and performance,
enhance your core competencies, and reduce variability?
(7) how do you manage your supply chain?
(8) how do you pursue your opportunities for innovation?

6.2 Operational Effectiveness: How do you ensure

effective management of your operations?
(1) how do you control the overall costs of your operations?
(2) how do you ensure the reliability of your information systems?
(3) how do you ensure the security and cybersecurity of sensitive or privileged data

and information?

(4) how do you provide a safe operating environment?

(5) how do you ensure that your organization is prepared for disasters or emergencies?

Terms in small caps are defined in the Glossary of Key Terms (pages 1618).

*For health care organizations, products are health care services.

For education organizations, products are educational programs and services.

See www.nist.gov/baldrige/publications/baldrige-excellence-framework for Baldrige frameworks tailored to the health care

and education sectors.

12 Baldrige Excellence Builder

 7 Results
7.1 Product and Process Results: What are your product
performance and process effectiveness results?
(1) What are your results for your products and your customer service processes?
(2) What are your process effectiveness and efficiency results?
(3) What are your safety and emergency preparedness results?
(4) What are your supply-chain management results?

7.2 Customer-Focused Results: What are your

customer-focused performance results?
(1) What are your customer satisfaction and dissatisfaction results?
(2) What are your customer engagement results?

7.3 Workforce-Focused Results: What are your

workforce-focused performance results?
(1) What are your workforce capability and capacity results?
(2) What are your workforce climate results?
(3) What are your workforce engagement results?
(4) What are your workforce and leader development results?

7.4 Leadership and Governance Results: What are your

senior leadership and governance results?
(1) What are your results for senior leaders communication and engagement with the
workforce and customers?

(2) What are your results for governance accountability?

(3) What are your legal and regulatory results?
(4) What are your results for ethical behavior?
(5) What are your results for societal responsibilities and support of your key communities?
(6) What are your results for the achievement of your organizational strategy and

action plans?

7.5 Financial and Market Results: What are your

results for financial viability?
(1) What are your financial performance results?
(2) What are your marketplace performance results?

Terms in small caps are defined in the Glossary of Key Terms (pages 1618).

Baldrige Excellence Builder 13

 Assessing Your Responses

For scoring guidelines, see the Baldrige Excellence Framework booklet

(Business/Nonprofit, Education, or Health Care; www.nist.gov/baldrige
/publications/baldrige-excellence-framework).

Assessing Processes
Processes are the methods your organization uses and improves to do its work. The four
factors used to evaluate processes are approach, deployment, learning, and integration (see
page 3).
For process items (those in categories 16), read the process scoring rubric on page 15. For
each item, assign one of the descriptors (Reactive, Early, Mature, or Role Model) based on a
holistic assessment of your processes.

Assessing Results
Results are the outputs and outcomes your organization achieves. The four factors used to
evaluate results are levels, trends, comparisons, and integration (see page 3).
For results items (7.17.5), read the results scoring rubric on page 15. For each item, assign one
of the descriptors based on a holistic assessment of your overall performance.

14 Baldrige Excellence Builder

 DESCRIPTOR PROCESS RESULTS

Reactive Operations are characterized by activities Results that are important

rather than by processes, and they are largely to the organizations
Strategic
and Operational responsive to immediate needs or problems. ongoing success are
Goals Goals are poorly defined. missing, not used, or
randomly reported.

Evaluating Your Responses

Early The organization is beginning to carry Results that are important
out operations with repeatable processes, to the organizations
Strategic and evaluation, and improvement, and there is ongoing success are
Operational
some early coordination among organizational reported, tracked over
Goals
units. Strategy and quantitative goals are being time, and improving.
defined.

Mature Operations are characterized by repeatable Results that are important

processes that are regularly evaluated for to the organizations
Strategic
and Operational
improvement. Learnings are shared, and there ongoing success are
Goals is coordination among organizational units. trending in the right
Processes address key strategies and goals. direction and doing well
relative to competitors
or other relevant
organizations.

Role Model Operations are characterized by repeatable The full array of results
processes that are regularly evaluated for that are important to the
Strategic change and improvement in collaboration organizations ongoing
and Operational
with other affected units. The organization success are reported
Goals
seeks and achieves efficiencies across units and trended over time,
through analysis, innovation, and the sharing indicating top performance
of information and knowledge. Processes and relative to other
measures track progress on key strategic and organizations.
operational goals.

15
 Glossary of Key Terms
The terms below are those in small caps in the Baldrige Excellence Builder,
as well as terms in the scoring rubric. For additional definitions and
examples, see the Baldrige Excellence Framework booklet (Business/
Nonprofit, Education, or Health Care; www.nist.gov/baldrige/publications
/baldrige-excellence-framework).

ACTION PLANS. Specific actions that your DEPLOYMENT. The extent to which your orga
organization takes to reach its short- and nization applies an approach in relevant work
longer-term strategic objectives. These plans units throughout your organization.
specify the resources committed to and the time
horizons for accomplishing the plans. See also EFFECTIVE. How well a process or a measure
strategic objectives. addresses its intended purpose.

ALIGNMENT. A state of consistency among ETHICAL BEHAVIOR. The actions your orga
plans, processes, information, resource nization takes to ensure that all its decisions,
decisions, workforce capability and capacity, actions, and stakeholder interactions conform to
actions, results, and analyses that support key its moral and professional principles of conduct.
organization-wide goals. See also integration. These principles should support all applicable
laws and regulations and are the foundation for
APPROACH. The methods your organization your organizations culture and values.
uses to carry out its processes.
GOALS. Future conditions or performance levels
BENCHMARKS. Processes and results that rep that your organization intends or desires to
resent the best practices and best performance attain. See also performance projections.
for similar activities, inside or outside your
organizations industry. GOVERNANCE. The system of management
and controls exercised in the stewardship of
COLLABORATORS. Organizations or individu your organization.
als who cooperate with your organization to
support a particular activity or event or who HIGH PERFORMANCE. Ever-higher levels of
cooperate intermittently when their short-term overall organizational and individual perfor
goals are aligned with or are the same as yours. mance, including quality, productivity, innova
See also partners. tion rate, and cycle time.

CORE COMPETENCIES. Your organizations HOW. The systems and processes that your
areas of greatest expertise; those strategically organization uses to achieve its mission
important, possibly specialized capabilities that requirements.
are central to fulfilling your mission or that
provide an advantage in your marketplace or INNOVATION. Making meaningful change
service environment. to improve products, processes, or organiza
tional effectiveness and create new value for
CUSTOMER. An actual or potential user of your stakeholders. The outcome of innovation is a
organizations products, programs, or services. discontinuous or breakthrough change.
See also stakeholders.

CUSTOMER ENGAGEMENT. Your customers

investment in or commitment to your brand and
product offerings.

16 Baldrige Excellence Builder

INTEGRATION. The harmonization of plans, PERFORMANCE PROJECTIONS. Estimates of
processes, information, resource decisions, work your organizations future performance. See also
force capability and capacity, actions, results, and goals.
analyses to support key organization-wide goals.
See also alignment. PROCESS. Linked activities with the purpose of
producing a product or service for a customer
KEY. Major or most important; critical to achiev (user) within or outside your organization.
ing your intended outcome.
RESULTS. Outputs and outcomes achieved by
KNOWLEDGE ASSETS. Your organizations your organization.
accumulated intellectual resources; the
knowledge possessed by your organization and SEGMENT. One part of your organizations
its workforce in the form of information, ideas, customer, market, product offering, or
learning, understanding, memory, insights, workforce base.
cognitive and technical skills, and capabilities.
SENIOR LEADERS. Your organizations senior
LEARNING. New knowledge or skills acquired management group or team.
through evaluation, study, experience, and
innovation. STAKEHOLDERS. All groups that are or might
be affected by your organizations actions and
LEVELS. Numerical information that places or success.
positions your organizations results and perfor
mance on a meaningful measurement scale. STRATEGIC ADVANTAGES. Those marketplace
benefits that exert a decisive influence on your
MEASURES AND INDICATORS. Numerical organizations likelihood of future success. These
information that quantifies the input, output, advantages are frequently sources of current
and performance dimensions of processes, and future competitive success relative to other
products, programs, projects, services, and the providers of similar products.
overall organization (outcomes).
STRATEGIC CHALLENGES. Those pressures that
MISSION. Your organizations overall function. exert a decisive influence on your organizations
likelihood of future success. These challenges
PARTNERS. Key organizations or individuals are frequently driven by your organizations
who are working in concert with your organiza anticipated competitive position in the future
tion to achieve a common goal or improve relative to other providers of similar products.
performance. Typically, partnerships are formal
arrangements. See also collaborators. STRATEGIC OBJECTIVES. The aims or
responses that your organization articulates
PERFORMANCE. Outputs and their outcomes to address major change or improvement,
obtained from processes, products, and custom competitiveness or social issues, and business
ers that permit you to evaluate and compare advantages. See also action plans.
your organizations results to performance
projections, standards, past results, goals, and SYSTEMATIC. Well-ordered, repeatable, and
other organizations results. exhibiting the use of data and information so
that learning is possible.
PERFORMANCE EXCELLENCE. An integrated
approach to organizational performance TRENDS. Numerical information that shows
management that results in (1) delivery of ever the direction and rate of change of your
improving value to customers and stakeholders, organizations results or the consistency of its
contributing to ongoing organizational success; performance over time.
(2) improvement of your organizations overall
effectiveness and capabilities; and (3) learning VALUES. The guiding principles and behaviors
for the organization and for people in the that embody how your organization and its
workforce. people are expected to operate.

Glossary of Key Terms 17

VISION. Your organizations desired future state. WORKFORCE CAPABILITY. Your organizations
ability to accomplish its work processes through
VOICE OF THE CUSTOMER. Your process for its peoples knowledge, skills, abilities, and
capturing customer-related information. competencies.

WORK PROCESSES. Your organizations most WORKFORCE CAPACITY. Your organizations

important internal value-creation processes. ability to ensure sufficient staffing levels to
accomplish its work processes and deliver your
WORK SYSTEMS. How your organizations products to customers, including the ability to
work is accomplished, consisting of the internal meet seasonal or varying demand levels.
work processes and external resources you
need to develop and produce products, deliver WORKFORCE ENGAGEMENT. The extent of
them to your customers, and succeed in your workforce members emotional and intellectual
marketplace. commitment to accomplishing your organiza
tions work, mission, and vision.
WORKFORCE. All people actively supervised
by your organization and involved in accom
plishing your organizations work, including
paid employees (e.g., permanent, part-time,
temporary, and telecommuting employees, as
well as contract employees supervised by your
organization) and volunteers, as appropriate.

18 Baldrige Excellence Builder

 The Baldrige Program thanks the following organizations
for sponsoring the Baldrige Excellence Builder.

BALDRIGE EXECUTIVE FELLOWS PROGRAM, BALDRIGE PERFORMANCE EXCELLENCE PROGRAM

and Design, CRITERIA FOR PERFORMANCE EXCELLENCE, MALCOLM BALDRIGE NATIONAL QUALITY
AWARD, PERFORMANCE EXCELLENCE, and THE QUEST FOR EXCELLENCE are federally registered
trademarks and service marks of the U.S. Department of Commerce, National Institute of Standards and
Technology. The unauthorized use of these trademarks and service marks is prohibited.
Youve used the Baldrige Excellence Builder to
assess your organization. Whats next?
Purchase the Baldrige Framework Booklet
The Baldrige Excellence Framework (Business/Nonprofit, Education, or Health Care)
is a more comprehensive guide to organizational performance excellence.

Attend the Quest for Excellence Conference

At Quest and other Baldrige conferences, you will learn best performance
management practices from Baldrige Award recipients.

Attend the Baldrige Examiner Training Experience

In this nationally recognized Baldrige Examiner Training course, you will work
with experienced Baldrige examiners and learn how to use the Criteria for
Performance Excellence.

Apply for the Baldrige Executive Fellows Program

This one-year, nationally ranked leadership development experience prepares rising
senior executives for impactful leadership and for achieving performance excellence
in their own organizations.

Request a Baldrige Collaborative Assessment

An assessment against the Baldrige Criteria by a team of experienced Baldrige examiners
gives you timely, actionable feedback that you can begin using right away to improve
your organization.

Try the Baldrige Cybersecurity Excellence Builder

This voluntary self-assessment tool will help you better understand and improve the
effectiveness of your organizations cybersecurity risk management efforts.

Explore Local Baldrige-Based Offerings

The Alliance for Performance Excellence (www.baldrigepe.org/alliance), the consortium
of state, local, and sector-specific Baldrige-based programs, offers resources and
services to help your organization get better, faster.

Contact the Baldrige Program

Well answer your questions about these and other Baldrige products and services.

a powerful set of mechanisms

Jim Collins, author of Good to Great: Why Some Companies Make the Leap . . . and Others Dont

I see the Baldrige process as a powerful set of mechanisms for disciplined people
engaged in disciplined thought and taking disciplined action to create
great organizations that produce exceptional results.
 Baldrige Excellence Framework
Baldrige Performance Excellence Program Baldrige Performance Excellence Program Baldrige Performance Excellence Program
Created by Congress in 1987, the Baldrige Program is Created by Congress in 1987, the Baldrige Program is Created by Congress in 1987, the Baldrige Program is
managed by the National Institute of Standards and managed by the National Institute of Standards and managed by the National Institute of Standards and
Technology (NIST), an agency of the U.S. Department Technology (NIST), an agency of the U.S. Department Technology (NIST), an agency of the U.S. Department
of Commerce. This unique public-private partnership of Commerce. This unique public-private partnership of Commerce. This unique public-private partnership
is dedicated to helping organizations improve their is dedicated to helping organizations improve their is dedicated to helping organizations improve their
performance and succeed in the global marketplace. performance and succeed in the global marketplace. performance and succeed in the global marketplace.
The program administers the Presidential Malcolm The program administers the Presidential Malcolm The program administers the Presidential Malcolm
Baldrige National Quality Award. In collaboration Baldrige National Quality Award. In collaboration Baldrige National Quality Award. In collaboration
with the greater Baldrige community, we address with the greater Baldrige community, we address with the greater Baldrige community, we address
critical national needs through critical national needs through critical national needs through
a systems approach to achieving organizational The ratio of the Baldrige Programs benefits a systems approach to achieving organizational The ratio of the Baldrige Programs benefits a systems approach to achieving organizational
excellence; excellence; excellence;
for the U.S. economy to its costs is estimated for the U.S. economy to its costs is estimated
organizational self-assessment tools and analysis organizational self-assessment tools and analysis organizational self-assessment tools and analysis
of organizational strengths and opportunities for
820 to 1. of organizational strengths and opportunities for
820 to 1. of organizational strengths and opportunities for
20172018 Baldrige Excellence Framework

20172018 Baldrige Excellence Framework (Education)

20172018 Baldrige Excellence Framework (Health Care)

improvement by a team of trained experts; at improvement by a team of trained experts; at improvement by a team of trained experts;
training, executive education, conferences, and training, executive education, conferences, and training, executive education, conferences, and

BALDRIGE BALDRIGE BALDRIGE

workshops on proven best management practices workshops on proven best management practices workshops on proven best management practices

Baldrige Award Baldrige Award

and on using the Baldrige Excellence Framework and on using the Baldrige Excellence Framework and on using the Baldrige Excellence Framework
to improve; and 106 to improve; and 106 to improve; and
Baldrige-based approaches to cybersecurity risk
winners serve as national Baldrige-based approaches to cybersecurity risk
winners serve as national Baldrige-based approaches to cybersecurity risk

EXCELLENCE EXCELLENCE EXCELLENCE

management and community excellence. management and community excellence. management and community excellence.

Foundation for the Malcolm Baldrige role models. Foundation for the Malcolm Baldrige role models. Foundation for the Malcolm Baldrige

FRAMEWORK FRAMEWORK FRAMEWORK

National Quality Award National Quality Award National Quality Award
The mission of the Baldrige Foundation is to ensure The mission of the Baldrige Foundation is to ensure The mission of the Baldrige Foundation is to ensure
the long-term financial growth and viability of the 20102016 award applicants represent the long-term financial growth and viability of the 20102016 award applicants represent the long-term financial growth and viability of the
Baldrige Performance Excellence Program and to support Baldrige Performance Excellence Program and to support Baldrige Performance Excellence Program and to support

589,635 jobs 589,635 jobs

organizational performance excellence in the United States organizational performance excellence in the United States organizational performance excellence in the United States
and throughout the world. To learn more about the Baldrige A systems approach to improving your and throughout the world. To learn more about the Baldrige A systems approach to improving your and throughout the world. To learn more about the Baldrige A systems approach to improving your
Foundation, see http://www.baldrigepe.org/foundation. , Foundation, see http://www.baldrigefoundation.org. , Foundation, see http://www.baldrigefoundation.org.
organizations performance organizations performance organizations performance
Alliance for Performance Excellence 2,815 work sites, over $147 billion in Alliance for Performance Excellence 2,815 work sites, over $147 billion in Alliance for Performance Excellence
The Alliance (http://www.baldrigepe.org/alliance) is a revenue/budgets, and nearly 450 million The Alliance (http://www.baldrigepe.org/alliance) is a revenue/budgets, and nearly 450 million The Alliance (http://www.baldrigepe.org/alliance) is a
national network of Baldrige-based organizations with a national network of Baldrige-based organizations with a national network of Baldrige-based organizations with a
mission to grow performance excellence in support of a mission to grow performance excellence in support of a mission to grow performance excellence in support of a
thriving Baldrige community. Members contribute nearly
customers served. thriving Baldrige community. Members contribute nearly customers served. thriving Baldrige community. Members contribute nearly
300,000 volunteer hours and more than $30 million per
manufacturing 300,000 volunteer hours and more than $30 million per education 300,000 volunteer hours and more than $30 million per health care
year in tools, resources, and expertise to assist organizations service year in tools, resources, and expertise to assist organizations
on their journey to excellence. This includes annually
year in tools, resources, and expertise to assist organizations
on their journey to excellence. This includes annually
on their journey to excellence. This includes annually
evaluating and recognizing over 1,000 organizations that small business 366 Baldrige examiners volunteered evaluating and recognizing over 1,000 organizations that 366 Baldrige examiners volunteered evaluating and recognizing over 1,000 organizations that
use the Baldrige Excellence Framework and serving as use the Baldrige Excellence Framework and serving as use the Baldrige Excellence Framework and serving as
the feeder system for the national Baldrige Award. nonprofit
government
roughly $5.6 million in
the feeder system for the national Baldrige Award.

American Society for Quality

roughly $5.6 million in
the feeder system for the national Baldrige Award.

American Society for Quality

American Society for Quality
The American Society for Quality (ASQ; http://www.asq.org/)
LEADERSHIP
services in 2016. The American Society for Quality (ASQ; http://www.asq.org/) LEADERSHIP
services in 2016. The American Society for Quality (ASQ; http://www.asq.org/) LEADERSHIP
assists in administering the award program under contract assists in administering the award program under contract assists in administering the award program under contract
to NIST. ASQs vision is to make quality a global priority, an to NIST. ASQs vision is to make quality a global priority, an
to NIST. ASQs vision is to make quality a global priority, an
organizational imperative, and a personal ethic and, in the STRATEGY organizational imperative, and a personal ethic and, in the STRATEGY organizational imperative, and a personal ethic and, in the STRATEGY
process, to become the community for all who seek quality State Baldrige-based examiners process, to become the community for all who seek quality State Baldrige-based examiners process, to become the community for all who seek quality
concepts, technology, or tools to improve themselves and concepts, technology, or tools to improve themselves and
concepts, technology, or tools to improve themselves and
their world. CUSTOMERS
volunteered around $29 million in their world. CUSTOMERS
volunteered around $29 million in their world. CUSTOMERS
For more information: services in 2015. For more information: services in 2015. For more information:
www.nist.gov/baldrige | 301.975.2036 | [email protected]
MEASUREMENT, ANALYSIS, AND
www.nist.gov/baldrige | 301.975.2036 | [email protected] MEASUREMENT, ANALYSIS, AND
www.nist.gov/baldrige | 301.975.2036 | [email protected] MEASUREMENT, ANALYSIS, AND
KNOWLEDGE MANAGEMENT KNOWLEDGE MANAGEMENT KNOWLEDGE MANAGEMENT
CONNECT WITH BALDRIGE CONNECT WITH BALDRIGE CONNECT WITH BALDRIGE
@BaldrigeProgram #Baldrige WORKFORCE @BaldrigeProgram #Baldrige WORKFORCE @BaldrigeProgram #Baldrige WORKFORCE

2017 OPERATIONS
RESULTS
2017 OPERATIONS
RESULTS
2017 OPERATIONS
RESULTS
T1545
2018 T1547
#Baldrige
www.nist.gov/baldrige 2018 T1546
#Baldrige
www.nist.gov/baldrige 2018 #Baldrige
www.nist.gov/baldrige

Purchase your copy today.

www.nist.gov/baldrige/publications/baldrige-excellence-framework

Printed format: $30

Electronic format: $12
Volume discounts and
enterprise licenses available

Contents
About the Baldrige Excellence Framework
How to Use the Baldrige Excellence Framework
Criteria for Performance Excellence
Scoring System
How to Respond to the Criteria
Core Values and Concepts
Changes from the 20152016 Baldrige Excellence Framework
Glossary of Key Terms

Contact
For more information on the Baldrige Excellence Framework or other products and services:
www.nist.gov/baldrige | 301.975.2036 | [email protected]

CONNECT WITH BALDRIGE

@BaldrigeProgram #Baldrige

01/2017

T1548

Photo credits: Ribah/Shutterstock, Rostizna/Shutterstock