PENILAIAN KINERJA MALCOLM BALDRIDGE

Transkripsi

1 PENILAIAN KINERJA MALCOLM BALDRIDGE OLEH SUSANTI KURNIAWATI

2 PENGERTIAN KINERJA Hasil evaluasi proses, produk dan jasa yang dihasilkan perusahaan yang telah dievaluasi dan dibandingkan dengan tujuan, standar dan hasil-hasil yang pernah dicapai.

3 HISTORICAL BACKGROUND TOTAL QUALITY MANAGEMENT (ISO) SIX SIGMA BALANCED SCORECARD MALCOLM BALDRIDGE NATIONAL QUALITY AWARD (MBNQA)

4 ISO SYSTEM ISO ISO ISO SA 8000

5 Balanced Scorecard illustrated User perspective Finance perspective Process perspective Future/ Learning perspective

6 Tujuan Penerapan Malcolm Baldridge Peningkatan kinerja Membantu memberi arahan Menyiapkan perencanaan menyeluruh Menilai kemajuan yang mengarah pada perusahaan kelas dunia Mengetahui bidang-bidang yang perlu diperbaiki Menentukan kekuatan yang sudah dimiliki Perolehan award.

7 Intisari nilai-nilai MBNQA Mutu yang di pacu oleh pelanggan Kepemimpinan-keterlibatan secara pribadi Perbaikan yang terus menerus (proses pembelajaran). Melibatkan seluruh karyawan

8 Intisari nilai-nilai MBNQA Respon yang cepat Mutu yang terwujud melalui perancangan dan pencegahan Manajemen berdasarkan fakta Pengembangan kemitraan Tanggung jawab perusahaan, masyarakat dan bangsa Orientasi pada hasil

9 Core Values and Concepts Visionary Leadership Learning-Centered Education Organizational and Personal Learning Valuing Faculty, Staff, and Partners Agility Focus on the Future

10 Core Values and Concepts Managing for Innovation Management by Fact Social Responsibility Focus on Results and Creating Value Systems Perspective

11 Kategori Point Value 1.Leadership (kepemimpinan) Organizational leadership Public responsibilities and citizenship Strategic Planning Strategic Development Stategic Deployment customer and market focus Customer and market knowledge Customer satisfaction performance Information and Analysis Measurement of organizational performance Analysis of organization performance

12 5. Human resources focus Work System Employee education, training, and development Employee Well Being and satisfaction Process management Product and service Processes Support Processes Supplier and Partnering Processes Business Results Customer focused result Financial and market results Human Resources result Supplier and partner result Organizatinal Effectiveness result Total Point 1000

13 More on the Dimensions & Quality Criteria Leadership Fokus pada stakeholder, pemberdayaan,, CSR Strategic Planning menyusun petunjuk strategis, perencanaan tindakan mengaplikasikan dalamsistem

14 More on the Dimensions & Quality Criteria Customer Focus Tuntutan, harapan,meningkatkan hubungan menetapkan kepuasannya. Information & Analysis manajerial dan efektivitas penggunaan data dan informasi

15 More on the Dimensions & Quality Criteria Pengembangan Sumber Daya Manusia Pengembangan Pemberdayaan Tingginya Process Management rancangan yang fokus pada konsumen proses penyampaian barang dan jasa proses kerjasama di antara unit kerja.

16 More on the Dimensions & Quality Criteria Business Results kinerja area bisnis kunci kepuasan konsumen, pencapaian kinerja, SDM, stakeholder kinerja dengan partner.

17 Seven Categories of the Education Criteria Leadership Strategic Planning Student, Stakeholder, and Market Focus Measurement, Analysis, and Knowledge Management Faculty and Staff Focus Process Management Organizational Performance Results

18 Baldrige Education Criteria Framework: A Systems Perspective Baldrige National Quality Program 2006

19 Leadership Best Practices Bronson Methodist Hospital 2005 Award Recipient

20 Health Care Award Recipient Results Physician satisfaction in 2005 was 85%, equal to the 99 th percentile from a study of 161 hospitals. Named among the 100 Best Companies to Work For by Fortune magazine twice (2004 and 2005) and the 100 Best Companies for Working Mothers by Working Mother magazine three times (2003, 2004, and 2005)

21 Kenneth W. Monfort College of Business

22 UW-Stout: Results 100% Graduate Preparedness 90% 80% 70% 60% 50% 40% 30% 1990 Grad 1992 Grad 1995 Grad 1996 Grad 1998 Grad 2000 UW-Stout Source: BPA Alumni Follow-up Studies (to employers); Measuring Up (on-line) Best-in-class

23 UW-Stout: Results 100% Graduates Employed in Field Percentage Employed 90% 80% 70% 1995 Grad 1996 Grad 1997 Grad 1998 Grad 1999 Grad 2000 Grad Source: Annual Employment Report, ; Peer1 & 2 UW-Stout Peer 1 Peer 2

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