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Baldrige Criteria
Baldrige Criteria Acceptance Problems Grow
Can it possibly get any worse than this???
More than 20 million American businesses are seriously seeking better ways to improve and become more successful. The Baldrige Award was created by President Reagan to be a world-class business excellence award to improve America's competitiveness. However, the Baldrige Award Program data-based graphic below shows "Zero Participation" after strong initial participation.
Baldrige Criteria Flaws
Baldrige Criteria Flaws
Criteria flaws and practicality-adverse complexity have long been cited as major reasons for the sharp prolonged decline of business participation.
Now a new and potentially stronger reason for Criteria rejection has emerged. New research comparing the Criteria when they were extremely popular with businesses to today's Criteria which has a near 100% rejection rate show stark contrasts in relation to how businesses think and how Baldrige thinks.
All American businesses seek to improve their
competitiveness. The Baldrige Mission is to improve the competitiveness of
American businesses. The graphic above indicates total failure of the
Baldrige Award with respect to its Mission.
The graphic above indicates total failure of the Baldrige Award with respect to its Mission.
Baldrige-based improvement accelerated and made practical from the most experienced source
|Best Systems & Processes
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Seminars, Speaking, Presenting
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Special Focus:
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Baldrige Store:
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Accelerating the total organizational improvement
rate beyond the capabilities of all Business
Excellence approaches combined.
MISSION: Accelerating the total organizational improvement rate beyond the capabilities of all Business Excellence approaches combined. Paul
Breaking BADrige:
The news is not so good for some Baldrige Winners . . .
Breaking BADrige: The news is not so good for some Baldrige Winners . . .
2015 Criteria Changes:
2015 Criteria Changes:
More than 100 new Criteria requirements have been added for 2015 - 2016: There are more than 800 individual requirements (questions) in the new 2015 Categories 1, 2, 3, 4, 5, & 6 and more than 1,100 individual requirements (questions) in total. This represents an increase from 985 individual requirements in the previous Criteria version.
Big changes to the Core Values . . . none are the same as the original ones but a few are similar. Core Value Titles that are no more include: Continuous Improvement, Valuing Partners, Focus on the Future, Employee Participation, Partnership Development, and Design Quality, and Personal Learning. In addition, "Agility" has been demoted from a lead role to a sharing role.
"Continuous Improvement" has been redefined and is now at odds with the ASQ definition and most other widely-accepted definitions. (See: Baldrige and Continuous Improvement Conflict).
on why Baldrige is underperforming soon but first, congratulations to our
customers and newest Baldrige winners:
St. David's
HealthCare & Hill
Country Memorial!!!
on why Baldrige is underperforming soon but first, congratulations to our
customers and newest Baldrige winners:
St. David's
HealthCare & Hill
Country Memorial!!!
first, congratulations to our customers and newest Baldrige winners: St. David's HealthCare & Hill Country Memorial!!!
2015 Criteria Developments
The illusion of listening?: To the Baldrige Program's credit, they have reached out more than perhaps ever before. But soliciting input and listening with an open mind are not the same thing. In fact, the type of improvement feedback solicited was narrowed to only a few topics. History indicates that the Criteria will retain most flaws and introduce new ones. Update: It did just that.
Why Criteria Terminology Changes are Necessary: In May of 2014, about 50 Baldrige Senior Examiners and Judges participated in a work session to analyze Criteria terminology including 'work systems', 'work processes', 'innovation', 'alignment', and 'integration'. The participants represented more than 500 years of Baldrige experience. Baldrige Program officials facilitated the session in Gaithersburg. All of these terms were unanimously reported as being confusing and/or difficult to understand. So . . ., if the experts find these terms to be difficult to understand, how can the applicants possibly understand them?
Short (?) 2015 Criteria Version: There has been a lot of speculation about a new shorter version of the Criteria for 2015. A draft of the 'Short Criteria' has been developed and it appears that they will consist of nearly 200 separate requirements . . . if this is true, the lack of practicality in the existing Criteria will be preserved in the short version . . . and that is not good.
Eleven is a Charm!
Vodafone was my 11th telecommunications client in 11 different countries. I am pleased to report that all eleven achieved their project objectives . . . which for most of them was to win their 2013 national quality/excellence award . . . thank you Vodafone for keeping the streak alive . . . and, thank you for the special honor of inviting me to work with a truly outstanding organization that never stops improving.
Has the Baldrige Award Program Gone Out of 'Business'?
To put this in perspective, not one of the 20 million for-profit businesses in the United States applied for the Baldrige Award this year.
The Baldrige Criteria are regarded by some (myself included) as a valuable pre-improvement tool for organizational and performance excellence assessment.
However, there is a wide gap between their actual value and their perceived value as measured by the prolonged decline in private sector participation show here.
Why such a disastrous performance? The growing consensus is that Criteria issues are the cause. At a high level, key problems identified by users include:
The Criteria have become exceedingly complex and therefore not practical. This discourages their use. For example, there are 71 separate and distinct questions (requirements) that literally use the word 'engage'. However, there are no questions using the word 'engage' for most types of stakeholders including, suppliers, shareholders, community, or board of directors.
Confusing 'out-of-the-mainstream' terminology is used leading to resistance
The Criteria are imposed for a 2-year period without adequate user review or acceptance prior to imposition
Criteria errors are perpetuated until the next 2-year cycle and sometimes for more than 10 years
The Criteria are overly complex with 1,100+ individual non-overlapping response requirements (questions) for 2015
Major topics including suppliers, customer relationship management, and innovation are cyclically emphasized and de-empathized . . . without any apparent reason
We can all agree or disagree with the reasons for the decline. What is clear is that the Criteria purport to offer a means to improve organizational performance excellence and profit organizations are desperately in need of and open to a means to improve their performance. Defiance of the basic laws of economics: There is an ideal market scenario with both inexhaustible supply and unquenchable demand . . . but, something [arguably the Criteria] has not only prevented growth in the number of 'for profit' applicants but caused a steady exodus.
What follows is a summary of Criteria improvement opportunities (OFIs) identified by users including winners, Examiners, Judges, former Baldrige Foundation Chairman, national award leaders, and an advisor to two US Presidents. Everyone wants to see the Baldrige Program regain its former stature.
Please Note: This summary of the new Criteria changes is being continuously updated. It is possible that in some cases the findings presented may be incorrect. However, if the Criteria are correct and the perception is that they are not, there would appear to be an important opportunity for the Criteria to better communicate to the users.
How many words is too many? There are 5,878 words in the 2013 Criteria and 4,595 additional words in the explanatory notes under the Criteria. Some users think this is too many.
Reinstate 'world-class': As Baldrige celebrates its 27th anniversary, it may want to consider reinstating the original 'world-class' requirement in both processes and results scoring guidelines. America ranks lower internationally in manufacturing, health care (worst among large nations), and education than it did when the Baldrige Program began in 1988. Lowering the competiveness bar for winning to national or regional benchmark levels is not compatible with the award' original purpose and is not the best approach to improving America's competitiveness. Reinstating the original 'world-class' threshold will result in fewer winners but State and international excellence award programs have addressed this effectively by using tiered award levels.
|The Migratory Habits of 'Work
'Work Systems' were relocated from Operations Focus to Strategic Planning for 2013. During the past 20 years, Work Systems have been relocated to the Criteria requirements in 13 Criteria Items, the Organizational Profile, and six of the seven Categories. Work Systems never-ending quest for a permanent home has long confused and frustrated users. Confusion and frustration are not conducive to improvement.
Problematic: In the 2013 Criteria, the design, development, implementation, control, improvement, and sustainability of approximately 95% of the 'key processes' of a large manufacturing organization (e.g., automotive) are not included in the Criteria 'work processes' or 'work systems' requirements because they are performed by suppliers?
'Support Processes' are back after
a 6-year absence and they are now located in the Operations Focus Category
which is problematic for some who view support processes to not be
constrained to being operationally focused. Support processes (AKA, 'support
services') enjoyed their very own
Criteria Item from 1992 through 2004 before
sharing an Item with Operational Planning in 2005 and 2006.They met their Waterloo after
15 years of loyal Criteria service when the 'less than precisely defined' 'Value Creation Processes' were
introduced under the definition that 'Support processes' are not 'value creation'
processes. The protest by support process members who passionately
believed that
their processes created value for their organizations was unsuccessful. They
were never to be seen or heard from again . . . until now. Caution: If you
are optimistic that the Criteria learned from the previous issue related to
their not being Value Creation processes then by all means don't read the
notes under the new Item 6.1.
Did you know?: 'Support processes' are not part of 'work processes', 'value creation processes', or 'work systems' . . . if they are performed by members of your workforce?
Support processes' have been included as a subset of the 'Operational Focus' Category. Does this mean that all Criteria using organizations now need to have their accounting, sales, marketing, strategy, billing, and human resource organizations reporting to the COO?
Work Process Confusion Acknowledged: The Baldrige Program publically acknowledged after decades of feedback that the term 'work process' was confusing Criteria users. However, it appears that no improvement action has been taken. At the heart of the concern related to 'work processes' is the Criteria definition that work done by members of your organization is part of a 'work process'. If the same work is done by a supplier, it is not part of a 'work process'.
Now You See Them . . . Now You Don't!: Work processes do not appear to subscribe to Dr. Deming's "Constancy of Purpose" commandment as illustrated below:
1991 - 'work processes' were added to the Criteria in Item 4.5
1995 - 'work processes' were deleted from the Criteria
1997 - 'work processes' were re-added to the Criteria in Item 5.1
1999 - 'work processes' were re-deleted from the Criteria
2007 - 'work processes' were re-added to the Criteria in Items 3.1, 6.1, 6.2, and 7.5
2009 - 'work processes' were re-deleted from Criteria Item 3.1
2011 - 'work processes' were re-added to the Criteria in Item 4.1 and deleted from Item 7.5
2013 - 'work processes' were re-deleted from the Criteria in Item 4.1 and added to Item 7.1
Some users perceive that the relationships between and among 'work process' and 'work system' are convoluted or in some cases illogical. Here is an example: A 'work process' is defined as being performed internally. The same process when performed by a supplier is (as of 2013) included under 'work systems' in Strategy Development. If the same process is performed internally, it is required to be assessed for design, development, implementation, control, improvement, and sustainability. However, these requirements are not part of a Baldrige assessment if a supplier performs the work.
Guide to Knowing What 'Is' or 'Is Not' a 'Work Process': Assembly of Samsung Galaxy smartphones is a 'work process' . . . but, assembly of Apple iPhones is not a 'work process' . . . is there any wonder why the Baldrige Award business applicants dropped to zero in 2013?
'Do or Source' Decision: Sourcing decision-making of 'key processes' (undefined term) is strategic in nature and has appropriately been moved from the downstream 'Operations Focus' Category upstream to the 'Strategic Planning' Category. In addition to processes, organizations do other sourcing including materials, components, and services. In the case of a manufacturing organization, this may represent more than half of their total expenditures. However, it does not appear that the Criteria include how this non-process sourcing is addressed. Selection of suppliers which is different from sourcing decision-making is addressed downstream in 'Operations Focus'. However, supplier selection is often a critical upstream function especially if it relates to innovation or new products, services or programs. For example, new product proposals need to determine if the new product can be reliably and economically made shortly after the Concept Phase.
Business Processes??? Business processes are included in the definitions for both Work Processes and Work Systems . . . but what exactly are business processes? The Criteria do not define what 'business processes' are. Using a term (e.g., business processes) that is defined differently by different people and/or organizations to define Work Systems and Work Processes can only add to the already high level of confusion concerning 'work processes'.
Taking the "Total" out of 'Total Quality': The 'Cost Control' Criteria area has been refocused from 'work systems' to operations in general . . . that is arguably an improvement. But, some may be curious as why the Process Items Criteria do not directly address cost control on a total organizational basis.
Support for Innovation Has Vacillated: The very first Criteria featured innovation as a means to improve organizational competitiveness in the requirements in at least one Item in all Seven Categories of the original Criteria. In fact, it was literally included in the title of each of those Items and Categories. Innovation Dark Ages: During the 1990's, the Criteria deemphasized innovation. For example, the 1993 through 1997 Criteria referenced innovation in only one obscure Sub-Area of one Item (Employee Involvement). For 2013, innovation has been reinstated into at least one Item in every Criteria Category.
The new 'Innovation Management' area in "Operations Focus" is a promising addition . . . except the 2013 Criteria deleted the most important Criteria question from the 2012 Criteria . . .
Criteria Area 2.1a(4) now addresses outsourcing of "processes". This was appropriately relocated from the Operations Focus Category because sourcing decisions are strategic. So, why not address outsourcing of products, components, materials, and/or services? For example, does a hospital outsource the 'process' of making medicines? Does a K-12 school outsource the 'process' of writing textbooks? The bigger issue here is that the Criteria again undervalue the importance of suppliers in this case by minimalizing their critical sourcing value. [Action: If the Criteria really want to provide an example of effectively outsourcing a process, they should consider outsourcing the Process of Criteria Writing . . . just kidding of course.]
SUPPLIERS DENIERS: There Would Not Have Been a Baldrige Award if it Was Not for Suppliers
Baldrige stunned the business community in 2001 by deleting all Supplier-dedicated Criteria Items, Criteria Areas, and Criteria questions.
There would not have been a Baldrige Award if it were not for suppliers: President Reagan was concerned that the Baldrige Award Program could fail if it did not receive wide support from the manufacturing community. He required that financial support for the award be funded 50% by manufacturing suppliers as a condition for his support. For every $300,000 asked from each major manufacturing sponsor organization, it was required that there be an additional $300,000 from their suppliers.
Most Baldrige applicants in the early years were suppliers: The chart at the top of this page paints a bleak trend for manufacturing/supplier applicants . . . from nearly 100 in the early years to only six in 2012.
stunned the business community in 2001
by deleting all Process and
Results Criteria Items, Areas, and Criteria questions dedicated to suppliers.
This led to the December 2001 Quality Digest Magazine cover titled: "Is the
Baldrige Award Still About Quality". The feature story was written by
Richard J. Schonberger a world-acclaimed author and expert in the field of Lean
- Six Sigma and World-Class Manufacturing. He cites several flaws in the
Criteria including the removal of the Items dedicated to suppliers. Dr.
Schonberger's position accurately reflected the sentiment throughout the
business community that sustained the already declining award participation rate
of the business community. Today, a consensus is growing in other sectors
including education and health care that it is important for the Criteria to
accountably address
the supplier and partner organizations that
represent on the order of 50% of their total expenditures. These costs often
take the form of management, design, HR, maintenance, contract workforce, IT,
customer support, and operational functions.
Good News (sort of): For 2013, Supplier-dedicated Criteria Areas (not Items as before) have returned to the Criteria. This marks a significant first step towards restoring the importance of suppliers in achieving excellence. More pressure needs to be applied to restore the Criteria to their previous supplier recognition level in years 1988 through 2000 but even that will be insufficient.
[Action: Baldrige may want to check out the European Model to gain a better perspective of the importance of suppliers and partners to achieving organizational excellence.]
Suppliers and
partners are not second class stakeholders. Give them equal status with other
major stakeholders (e.g., workforce, customers) by adding a dedicated
Suppliers and Partners Focus Category and a corresponding results item. Doing this
will establish applicant accountability to addressing these valuable
stakeholders. The winners' application summaries (especially healthcare) make a
compelling argument that to win the Baldrige Award it is no longer necessary to
meaningfully address supplier and partner organizations . . . nobody wins
when the value of suppliers is minimalized.
. . nobody wins when the value of suppliers is minimalized.
"On Her Majesty's Secret
Product" . . . Product? Didn't you
mean 'service' Mr. Bond? No M. The Queen is using the Baldrige Criteria now.
This silly analogy refers to the Criteria requirements references to products and services
being deleted in 2008 (with a few exceptions) and replaced with references to products only. In 2012, I had the opportunity to introduce the Criteria
through assessment training to more than 30 public and private service
organizations in several countries. In every session, I was asked a question by
someone new to the Criteria
equivalent to this: 'The Criteria do not
apply to us because it asks about how we address products and what our product
results are. We don't have any products. We are a service organization.'
Disillusioning potential Criteria users and providing ammunition to Criteria
critics within existing users is not a good strategy for gaining acceptance from service organizations.
In fairness to the Criteria, the Glossary explains that
products, programs and services are intended to be covered by the word
'products'. Good luck trying to find this information in the glossary though because
it is well-hidden and also not included
in the Index of Key Terms. However, this hidden information exemplifies a
universal problem that is
arguably one of the Criteria's worst problems . . . practicality . . . you
would need to search through all 64 pages of the Criteria booklet to find the
definition of any term in the Criteria requirements and retain what you read . .
. and repeat this process thousands of times to effectively understand the Criteria meaning. This
impracticality discourages people and organizations from initially embracing the Criteria and
severely limits the efficiency of using the Criteria. The Criteria could benefit
from being written more from the perspective of the users.
In fairness to the Criteria, the Glossary explains that products, programs and services are intended to be covered by the word 'products'. Good luck trying to find this information in the glossary though because it is well-hidden and also not included in the Index of Key Terms. However, this hidden information exemplifies a universal problem that is arguably one of the Criteria's worst problems . . . practicality . . . you would need to search through all 64 pages of the Criteria booklet to find the definition of any term in the Criteria requirements and retain what you read . . . and repeat this process thousands of times to effectively understand the Criteria meaning. This impracticality discourages people and organizations from initially embracing the Criteria and severely limits the efficiency of using the Criteria. The Criteria could benefit from being written more from the perspective of the users.
Strategy Results Have Been Deported Back to their Home Country for 2013: In 2011, 'Strategy Results' ran away from their 'Leadership Results' (Item 7.4) home and illegally entered 'Product Results' (Item 7.1) at a remote border crossing under the cover of darkness. Complaints led to Passport Control eventually locating the adventuresome 'Strategy Results' and unceremoniously deporting them back to their home country of 'Leadership Results'. [Action Consideration: Take away the power to impose the new Criteria without user review and acceptance and these type of changes will be filtered out.]
Proposed Baldrige Criteria Improvements Based on User Inputs
2013 Baldrige Criteria Framework Improvement Opportunity
Baldrige Criteria Development Process Improvements
Why all the secrecy? Make the Criteria Improvement Process transparent to the public including the improvement inputs and summaries of the analyses of the inputs. Inform people suggesting improvements of their status including whether they were given to an improvement team, the improvement team's recommendation and the rationale regarding accepting or rejecting suggested improvements.
Require user acceptance of Criteria changes before imposing a two-year freeze (AKA, taking away the authority to impose the Criteria without user approval). Doing this will prevent major mistakes. For example, when the importance of customer relationship management was recently downgraded to a minor role. This error was evident immediately to most users worldwide but no correction was made for years. In addition, the the importance of suppliers partners would never have been allowed to be minimalized. And, portraying projections as results would have been DOA. Errors of this magnitude would never have occurred if Criteria user approval were required.
2013 Baldrige Criteria Improvements
Eliminate the Criteria bloat by reducing the total number of words in the Criteria by more than half to make them more practical for all users especially smaller organizations. One way to reduce the bloat is to use the Singapore Quality Award as a role model. Making the Criteria more practical has been effective in engaging, sustaining engagement, and increasing engagement of the private sector (manufacturing, service and small business) organizations which has not occurred for the Baldrige program as is evident in the summary of applicants charts above. Tweaking and patching the existing Criteria is not the answer. See: Graphic example of Criteria bloat.
Don't ever surrender to complexity: Does anyone
know of an excellent organization that accepts
complexity as 'Business
As Usual'. Interestingly, the Baldrige philosophy
appears to be diametrically opposed to the practices of
excellent organizations. The 2012 Criteria
booklet states: "Complexity is a fact of
organizational life. To succeed in today's global,
competitive, uncertain environment,
must accept complexity." This philosophy
appears to manifest itself in Criteria perceived as
overly complex (impractical) by several users. For
example, if you separate the run-on sentences in Item
5.1 you will find no less than
97 discrete questions
which Baldrige refers to as requirements.
Use a consistent writing style across all areas of the Criteria using the 2012 version of Item 2.1 as a model. It is the most enduring of all Items and it preserves the systems perspective style that previously typified all process Criteria Items. For example, Items 3.1, 3.2, 5.1, and 5.2 have evolved (?) to more of an ISO checklist format (example) which diminishes their systems perspective importance.
Separate the individual Criteria requirements (questions) to improve readability, understanding, and ease of use for assessment, improvement and application submission writing purposes. The bundling of sometimes disparate questions has long had an adverse effect on understanding and ease-of-use. [Update: Unfortunately, the 2013 Criteria failed to take advantage of this improvement opportunity.]
Replace the term "Category" with "System" to better reflect the systems perspective underlying the Criteria and integral to the Baldrige Framework
Category 6 Improvements?
Category 6 has no
"constancy of purpose"
as a famed former mentor
was fond of saying. The terminology has changed
frequently and errantly, the process and systems
questions have been embarrassingly juxtaposed, Item 6.1
and 6.2 had become embarrassingly redundant and
convoluted in the 2009
- 2012 versions. A sense of a shift from a
practical to theoretical is widely perceived and scorn
from business users is pervasive.
Action: Start with a clean sheet and rewrite Category 6 to improve understanding for all users and to provide a basis for reengaging the Business Sector (Service, Manufacturing and Small Business) users and to make it beneficial to all others
Process management is applicable to all processes and systems in Categories 1 through 6. However, the Criteria now exclude all processes except operational processes from being accountable to address process management including design, implementation, cost control, improvement, control/sustainability. So, why not either restore Category 6 to a more global focus or include its questions in the other five Process Categories to ensure consistent deployment.
From 1988 through 2006, the Category 6 equivalent Criteria included designing, improving and controlling most to all processes. Starting in 2007, the focus of process management was narrowed to operations-only processes only. This appears to be counter to the total process focus (e.g., TQC, TQM) that evolved almost fifty years ago. In 2011, the Category was renamed to "Operations Focus" and now appears to exclude all non-operational processes. This creates a gap in how non-operational processes are addressed. For example, Criteria users no longer need to address how they design and innovate non-operational processes (e.g., leadership, strategic planning, workforce engagement, customer engagement, and knowledge management) that are essential to organizational success, it appears that the Criteria are delinquent in addressing process management for these key processes.
Combine Items 6.1 and 6.2 from the 2012 Criteria to eliminate redundancy. For example, why ask applicants to describe the process how they use to design and innovate twice? This implies that there should be a difference in the process used to design systems and processes as opposed to a robust process capable of designing both that is abundantly evident in mature organizations.
Use layman's terminology. Work Processes and Work Systems are not mainstream . . . although, some people within the Baldrige community may have fatigued and succumbed to thinking that they are. For others, these terms limit their acceptance of the Category 6 Criteria. Given that "Work Systems" have now been unsuccessfully trialed in six Categories (no joke) indicates that terminology enamorment may have taken precedence. It may be helpful to know that the Criteria trialed, replaced, and in some cases cycled back to the following types of process nomenclature: production, delivery, business, supplier, partnering, support, service, work, and value creation. This appears to some as a compelling argument that they are practicing a 'trial and error' approach and Criteria users deserve better. Recommendation: Rewrite Category 6 starting with a clean sheet. There is no shortage of people in the Examiner and user community who are capable to assist in doing this.
Move strategic outsourcing to Category 2 (Strategic Planning). The process of deciding which internal processes are best done internally or externally is an upstream strategic decision. It belongs in Strategic Planning (Category 2) and not downstream. [Update: The 2013 Criteria listened to this user feedback.]
Emergency Readiness pertains organization wide. Given that the focus of Category 6 has been narrowed to operations-only, move Emergency Readiness to Leadership or another suitable Category/Item that universally addresses this important area.
Core Terminology Improvements
Baldrige Faux Integration Graphic
|Does Baldrige understand what 'integration' is? Unless some users are really, really wrong, this may be the single-most damaging integrity problem for the award because integration is a core element of both the Criteria and the Scoring Guidelines. The first words of the definition ("integration" refers to the harmonization of . . .") introduced in 2002 are vague and create a sense doubt. When the "Integrated Approaches (70% - 100%)" graphic at the left was added to the Criteria booklet that same year, it appeared to confirm the worst case scenario. This graphic does not depict integration.
Additional confirmation that alignment is improperly substituted for integration can be found in the 100% scoring band wording for both the Process and Results Scoring Guidelines. Degrading the meaning of integration to alignment greatly lowers the standard of excellence bar and impedes the learning of Criteria users . . . if Baldrige would better define and illustrate integration as well as correct the wording in the Scoring Guidelines, this issue goes away. . . and the effectiveness of the Criteria could be improved as much as a quantum level.
Remove all forms of the word "align" from the Criteria and Scoring Guidelines. Replace them with "integrate/integrate with" as appropriate. When Baldrige uses the term 'integration' in the scoring guidelines (Process and Results) it is actually using 'aligned with' and not 'integrated' [Note: The Scoring Guidelines did not introduce "align" until 1999. See: "Does Baldrige understand what 'integration is?" (see above)]. For this reason, use of 'align' is not necessary and is in fact confusing to many users.
Remove the word "work"
when referring to processes and systems to eliminate the
confusion experienced by many to most users.
Some breaking good news: Baldrige has finally (in September 2012 after 6 years of outcry) admitted that Criteria users are confused by the terms "work processes" and "work systems".
Scoring Points Improvements
Restore the 65 scoring points previously assigned to Product, Process and Strategy Effectiveness performance measures in the 2010 Criteria. This is yet another example where a major Criteria problem could have been prevented if the authority to impose Criteria on users without user acceptance were taken away.
Criteria Engagement Improvements
Restore "services" to the Criteria. Mysteriously, the term "services" has been progressively removed from the Criteria since 2008 causing negative feedback from service, nonprofit, and public sector users worldwide. For example, Item 7.1 was formerly named: "Product and Service Outcomes". This causes confusion in training when and during application submission writing for service-based organizations. Removing 'services' also appears to be counter to the Baldrige Vision: "To be the partner of choice for excellence in every sector of the economy." Ironically, one of the main criticisms of the original 1988 Criteria was that it did not focus on service organizations. The Criteria were quickly modified to address this early concern but now the pendulum appears to have swung back 25 years.
2013 Baldrige Scoring Guidelines Improvements
Reduce the total number of words in the Scoring Guidelines by more than half to make them more practical and effective. For example, is anyone going to read the 400 words in the Results Scoring Guidelines and remember what they read each time they assign a score? . . . not everyone for sure. If the objective is to assess trends, comparisons, segmentation and whether the right results are being presented, there is no need for more than 200 words.
Add a "Segmentation" scoring dimension to the Results Scoring Guidelines to reflect the popularity of this type of feedback comment
Remove all reference to non-results (e.g., projections) from the Results Scoring Guidelines. The outcry when 'projections' were first introduced in Results was unanimous among the many users I encountered including judges . . . yet they still remain at the 100% scoring band.
The terminology "Multiple Requirements", "Overall Requirements" and "Basic Requirements" are confusing to most users and contributes to assessment variation. Guidance that the "requirements" don't really mean "requirements" doesn't help either. Advice to take a holistic view and not hold applicants accountable to the "requirements" . . . well, you get the picture.
Results are quantitative by nature. So, why use judgmental terms (e.g., 'important', 'poor', 'good', 'good relative', 'very good', 'good to excellent', 'excellent', or my personal long-time favorite 'early good')? They are not needed. They introduce variation into the assessment. Get rid of them.
How is "fully deployed without significant gaps" different from "fully deployed with significant gaps" (BTW, how can something that is fully deployed have significant gaps?) . . . one of several examples where the Scoring Guidelines can be improved through more careful wording selection, simplification, and word count reduction. "Sustained over time" is another.
Improve the coherency of the Results Scoring Guidelines language including the use of 'few', 'little', 'little to no', 'limited', 'limited or no', 'some', 'many', 'many to most', 'most', 'majority', 'fully', or my personal favorite 'mainly'. Examples: Is 'majority' closer to 'many' or is it closer to 'most'? Is 'majority' a simple majority? Is 'mainly' more or less than 'majority'? Is 'majority' between 'many' and 'many to most' or between 'many to most' and 'most? How does 'many' relate to 'mainly'? . . . this act needs to be cleaned up folks.
Why does the "accomplishment of Mission" verbiage switch from the Trend scoring dimension to the Integration Scoring dimension in the middle scoring range?
Eliminate confounded terminology. For example, how should the terms "important", "high priority", and "key" be used in scoring results? Further, which of them is most important? Which should be given the highest priority? Are they all key terms? This variation in terminology is unnecessary, confusing, and contributes to scoring variation, and reduced assessment validity.
The Results Scoring Guidelines reference customers directly but not other key stakeholders such as workforce, suppliers and partners, and community.
Baldrige Case Study Writing Improvement
Have the Baldrige Case Study writers 'lost the plot'? Warning: The answer is graphic in nature. Viewer discretion is advised.
Baldrige Glossary Improvements
"Imitation is the sincerest form of flattery" . . . but, it is not 'innovation' . . . unfortunately for the Baldrige Glossary
Eliminate the words "Innovation involves the adoption of . . ." from the definition for Innovation to ensure a focus on new and not only copied improvement.
Baldrige Faux Innovation
The word
innovation comes from Latin word 'nova' which means new.
The Baldrige definition for innovation is based on the
action verb "adopt" which does not have the same meaning
as new. Adopting something that is not new and defining
it as innovation because it is new to the adopting
organization does not make something that is already
used . . . 'new'. For example, one Baldrige winner
adopted a process that had been used previously for
more than fifty years and presented this in their
application and in post-award presentations as
innovation . . . not good. However, I suppose that one
could salvage some face-saving value by arguing that at
least this was an innovative application of an old
process. But, that is not simply not good enough for a
role model winner. The point is that the
organization should not be faulted . . . rather, the Baldrige
definition is the enabler of this degradation of the
meaning of the term 'innovation'..
Further, it appears that Baldrige may have
mistaken a classic corrective action process for
innovation in the Criteria Booklet graphic to
the left.
Further, it appears that Baldrige may have mistaken a classic corrective action process for innovation in the Criteria Booklet graphic to the left.
Most importantly, allowing imitation to be credited as innovation adversely affects the competitiveness improvement rate of organizations using the Criteria.
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MISSION: Accelerating organizational improvement beyond the capabilities of Business Excellence approaches. Paul Steel
Classic 'Quality Gurus Summit' photo (Click on photo for larger version)
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All information provided here on the www.Baldrige21.com website are not intended in any way to represent the views of the Baldrige Performance Excellence Program @ http://www.nist.gov/baldrige


text:
My review
Original recipe yields 4 servings
Based on a 2,000 calorie dietSee full nutrition
Ready In
I pretty much followed the recipe as is, with the one exception of using quick cooking whole grain rice. It cut the cooking time down to about 15 minutes and it was great! My husband asked that ...
This is a wonderful rendition of Hoppin John! I've made this as the recipe directed for New Years Day, as per Southern Tradition. This dish is so yummy, it has the power for good luck AND for ...
This has become a family favorite. We usually crock-pot it. I added some left over ham last time and that added a nice flavor. I've shared it with a number of folks, who all are making it now!
Easy & versatile. I almost had all the ingredients for this & was looking for a recipe to use black-eyed peas. I used smoked beef sausage diced up in place of the bulk sausage, diced tomatoes wi...

subset: commoncrawl


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(CHATSWORTH, CA) -- Porn Star-The Legend of Ron Jeremy premieres Friday night November 30, 2001 at the Nu Art Theatre in Hollywood, and Village Cinema in New York City. If you've ever wondered how Ron became the man he is today, this movie is for you! Ron will be at the Hollywood premiere, with show times at 7:30PM and 9:00PM.
Ron invites everyone to stop by the after-party at the Sunset Room in Hollywood. Doors open at 9:00PM. There will be a guest list for adult industry talent and press. Ron cautions that the guest list is limited and will be filled on a first come-first severed basis. For further information and to get on the guest list call (310) 450-1220 and ask for Tim.
Kendra Sunderland at Sapphire NYC
Sheri's Ranch Views Prostitutes
Real Housewives Get Pipedream
Maryjean on Stern
Gia Nova Vivid Radio Segment
Dani Daniels on Interracial
Three Rules with Chad White
Gentlemen's Club Live Feed
Charles Manson to be Released!
Romantic Moments Revealed
Laff K Featuring Maryjean
Leya Falcon at AFFLV
Adult Film Festival
Adult Webcam Conference
Daddy's Girls 2 ~ Reviewer Rated
Calvert Joins Gamelink
Interrogated ~ Reviewer Rated
1st AFFLV Hits Cashman
Richelle Ryan Naked Yoga
Morgan, Lindemulder Headline Exxxotica
A French Documentary Like No Other
Night at the Erotic Museum
Hill and Howard Raw
Taboo is Delicious
Night, Rai, Moore, on Inside
Candida Royalle Passes
Cindy Starfall Appearances
Priya in NYC
More w/Mo Celebrates 100
Angel, Albrite AVN Awards Hosts
The Upward Trending Trannie
Elizabeth Bentley Hits Circuit
Tony Batman to Big Easy
Cleopatra Dead
Introducing Bitcoin Porn Sites
Candidate Sex Tape Scandal
Donald Trump Porn Parody
Savana Styles Available
Sex with Donald Trump
Ashley Sinclair Sex Tape
Mercedes Carrera NightMoves Nom
Allie Haze in Columbus
Vivid NYC Nommed
Lex's Tattooed Vixens 2
Lesbian Training Day 4
Poll: Caitlyn Jenner Do Porn
Raven Bay's Big Tits
Casey Calvert's IR Gangbang
5X Raven Bay
Shade X from Smash
Amateur Allure New Lines
Karmen Karma Top Shelf
The Interview XXX
XXX Casting Call
Deep Vision ThunderRama
Hackin Jack vs Chainsaw Chick
AINews: Skow Among Best
More Phoenix Mainstream
Red Cardinal Wraps Betrothed
Summer Lovers
Yoga for Lovers
Layla Price Stars
Maddy O'Reilly is Slutwoman
Powersville Re-Energized
XRCO Awards Nominations
Summer Brielle Elegant Angel
Damsels in Distress Released
Damsels in Distress Live
Madison Christmas Spectaculars
TSA Explosives Test on Ryder
Bailey Blue is The Animal
LFC/WalMart Deal
Free Vegas Weddings
Wedding Night Porn
Sunny Lane in Feature Movie
Capri Cavanni Releases
Ryder Completes Grease XXX
Love Boat XXX Song
Capri Cavanni in Love Boat XXX
Love Boat XXX Trailer
Love Boat XXX Parody
CineKink in Chicago
Screening - Risky Business
Hollywood Undead Video
A&E Announces Grease XXX Cast
New Alexis Golden DVD
Adult Film Industry Documentary Screening
Britney Amber NightMoves Nom
Dana Vespoli NightMoves Noms
Film News Section Index


text:
Found 268 Records with the keyword term of "Locks"
Displaying 100 records - please modify your search for better results.
2015 Numerical Prediction of the Hydrodynamic Forces on a Post-Panamax Vessel in the Third Set of Panama Locks
2013 Optimal Design of Horizontally Framed Miter Gates
2012 70 Years of Schemes to Improve and Enlarge the Panama Canal
2012 Design of the Panama Canal Third Set of Locks
2012 Modeling of Scour-Inducing Ice Effects at Melvin Price Lock and Dam
2012 A River Ice Management Plan for the Gyeong-In Ara Waterway
2011 A Message-Oriented Generation Method for Discrete Queues: A Case Study of Ship Transit Lock
2011 The Panama Canal's Third Set of Locks Project: Geologic Setting and Site Characterization
2010 In Situ Structural Dynamic Behavior of Gate in Ship Lock
2010 Lock Approach Improvements at Lock and Dam No. 22, Upper Mississippi River
2009 3D Numerical Modeling of John Day Lock Tainter Valves
2009 Analysis on the Ship Misfire Emergency of Locks in Three Gorges Based on Fault Tree
2009 A Three-Dimensional Numerical Model for Flow in a Lock Filling System
2008 Evaluation Findings of Colebrand Lock-Up Devices
2008 Waterways: Army Corps of Engineers Digs Deep for Lock Replacement
2007 Monitoring of Slope Deformation and Groundwater during Construction of the Lauenburg Lock
2007 Navigation: Panama Plans to Expand Canal with Larger Locks
2006 Glancing-Blow Impact Forces by a Barge Train on a Lock Approach Wall
2006 Olmsted Lock Operating Bulkhead
2005 Model Study of Lock Extension for J. T. Myers Locks and Dam Ohio River
2005 Scheduling Interdependent Waterway Projects through Simulation and Genetic Optimization
2004 Dams: Corps to Complete Billion-Dollar Ohio River Lock Project
2004 Grenup Lock Filling and Emptying System Study
2004 Hydraulic Design of a Longitudinal Culvert for Lock Filling and Emptying Systems
2004 Modeling Ice Passage at Navigation Locks
2004 Snag Boats to Satellites: A History of the Upper Mississippi River Navigation System
2003 Dams: Foundation Work Begins on Lock Replacement
2003 Mooring Model Coefficients for Barge Tows in a Navigation Lock
2002 Dewatering Cofferdam for Construction of Olmsted Locks
2002 Ice Adhesion to Locks and Dams: Past Work; Future Directions?
2002 Inflatable Crest Gates at Mississippi River Lock and Dam 1
2001 Control Alternatives at a Waterway Lock
2001 Efficiency versus Fairness in Priority Control: Waterway Lock Case
2001 Using Condition Index Inspection Results to Update the Reliability of Miter Gates for Navigation Locks
2000 An Acoustic Velocity Measurement System for Aiding Barge Traffic in the Colorado River Locks near Matagorda, Texas
2000 In Memoriam. Jacque S. Minnotte
2000 Minimization of Filling and Emptying Time for Navigation Locks
1999 Corps Chooses 'In-the-Wet' Technique for Replacement Project
1999 Effects of Speed Control on Tow Travel Costs
1999 Passage to 2000
1999 Soo Locks Ice Problems and Possible Solutions
1998 Adult Fish Passage at Ice Harbor Lock and Dam, Snake River
1998 Case Histories
1998 Channel Size and Alignment
1998 Characteristics of Natural Streams
1998 Construction
1998 Cost Analysis
1998 Dam Design
1998 Environmental Considerations
1998 Front Matter
1998 Improving Fish Passage at John Day Lock and Dam, Columbia River
1998 Index
1998 Inland Navigation, Locks, Dams, and Channels
1998 Integrated Control for Series of Waterway Locks
1998 Introduction
1998 Inventory
1998 Kentucky Engineers use MathCad to Design Locks
1998 Lock and Dam Systems
1998 Lock Design
1998 Mid-life Retrofit of Welland Canal (1986-91) St. Lawrence Seaway, Canada
1998 Model Studies
1998 The New Methods for Preventing Cavitation of High-Lift Ship Lock Valves in Hydro-Power Projects
1998 New Techniques for Research on Lock Valve Cavitation Problems with Unsteady Flow
1998 Ohio River Main Stem Systems Study Lock and Dam Risk and Reliability
1998 Olmsted Locks and Dam
1998 Open-River Navigation
1998 Operation
1998 Other Factors to Be Considered
1998 Port of Amsterdam: Reconstruction of Entrance Locks—A Simulation Study
1998 Project Identification
1998 Project Parameters
1998 References
1998 Repair and Replacement
1998 River Training Works
1998 Sediment Budget for the Upper Mississippi River
1998 Seismic Lock-Up Device
1998 A Study on Top Sealing Slit of Reversed Tainter Valves and Its Application
1998 Time-Dependent Reliability and Hazard Function Development for Navigation Structures in the Ohio River Mainstream System Study
1998 Toward a Risk-Based Assessment of Shallow-Draft Navigation Investments
1998 A Transportation Link in Crisis: The U.S. Inland Waterway System
1998 Waterway Traffic
1998 Winter Navigation
1997 Condition Assessment of Lock and Dam Structures
1997 Corps Builds New Lock and Dam on White River
1997 Event Tree Analysis of Lock Closure Risks
1997 Hydraulic System in a Chinese Shiplock
1997 Ice Control at Locks and Dams
1997 Ice Harbor Dam Intake Gate Raise Project
1997 Introduction and Spread of the Zebra Mussel, Dreissena polymorpha, in the Central United States
1997 Landmark Locks in Seattle Get ASCE Plaque on 80th Birthday
1997 Loads for Fatigue Life Assessment of Gates at Navigation Locks
1997 Modeling Ice Passage at Starved Rock Lock and Dam on Illinois Waterway
1997 Montgomery Point Lock and Dam Navigable Pass Gate Equipment
1997 Ohio River Lock Project Weathers Its First Winter
1997 Reliability of Navigation Structure Monoliths
1996 Development of a Miter Gate Reliability Model
1996 Effects of Tow Sequencing on Capacity and Delay at a Waterway Lock
1996 Entrainment of Eggs and Larval Fish into Propeller Jets
1996 Filling and Emptying System Model Study for the Innovative Lock Design
1996 Flow-Induced Dynamic Response of Olmsted Physical Models