June Roundup: What's the Value of Organizational Excellence Programs?

In June, ASQ CEO Bill Troy asked the Influential Voices bloggers about the value of organizational excellence programs such as the Malcolm Baldrige National Quality Award in the U.S . What can a company learn after undergoing this exercise—even if an organization is not in the running for an award or external recognition?

ASQ’s bloggers assessed the value of excellence awards—from going through the exercise as part of continuous improvement to following through after winning (or losing). See their blog posts below.

Tim McMahon lists five practical ways to make the most of organizational awards—such as “use the feedback.”

Jennifer Stepniowski suggests a thought exercise: Apply award criteria to your organization even if you’re not applying for the award. In fact, Nicole Radziwill adds that you don’t need to use or implement all sections of the Baldrige criteria for it to yield immediate tangible value for your organization.

Dan Zrymiak assesses organizational awards in terms of a public relations exercise versus a genuine improvement tool. Anshuman Tiwari compares an organizational excellence journey to training for and running a marathon.

Scott Rutherford suggests SIPOC as a tool for organizational excellence. And Manu Vora writes about his extensive career experience with organizational excellence.

Some excellence programs are based on the Malcolm Baldrige model, but there are a number of other business excellence awards. Lotto Lai outlines the Hong Kong Quality Award. Rajan Thiyagarajan writes about the India-based Tata’s business excellence model.

And Jimena Calfa reflects on the next steps after winning (or not winning) an award. The journey doesn’t stop when you submit the application. It has only begun.

The Organizational Excellence Journey–and ASQ

I want to let you know about the terrific news we recently received.  ASQ has been awarded the Excellence level of achievement for the 2014 Wisconsin Forward Award. The Wisconsin Forward Award is essentially the state-level equivalent of the Malcolm Baldrige National Quality Award in the U.S.

The Excellence level of achievement is exceptionally challenging and represents an organization that is performing at a very high level across its entire breadth.

This award is not just a reflection on ASQ headquarters in Milwaukee.  The Baldrige criteria require a much broader look. The examiners talked to ASQ member leaders and board members to really gauge what kind of organization this is.  I think the results demonstrate unequivocally that ASQ practices what it preaches.

We believe in rigorous self-examination and continuous improvement— in fact, we believe in it strongly enough to put ourselves through it, too.  This extraordinary recognition reflects the untiring efforts of our staff and ASQ member leaders who make us what we are.

Have you been part of an organization that has embarked on an excellence program?  In the end, such a program is really not about the award, but about improvement. What has been your experience with this exercise in organizational self-examination?