TNCPE Examiner Orientation 2018 Board of Examiners 1 - - PDF document

TNCPE Examiner Orientation

2018 Board of Examiners

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Congratulations!

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“Serving as a TNCPE examiner is the most powerful investment of time you will ever make.” – Dr. Lyle Ailshie Deputy Commissioner TN Dept. of Education

What Is an Examiner?

TNCPE Examiners serve…

• The Southeast region
• TNCPE
• Applicant organizations

…through

• Reviewing and scoring applicants
• Performing site visits
• Writing feedback reports
• Serving as ambassadors

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As a member of the BOE…

• You will gain valuable skills, knowledge, and

experience

• Contribute to the economic growth of applicants,

the Southeast, and the USA

• Meet and work with some of the finest

professionals in the state

• Enjoy a profound sense of achievement
• Have fun!

Introductions

• Name
• Employer
• What do you want to learn today?
• Adjective that best describes you

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Alice: “Which way should I go?” Cat: “That depends on where you are going. Alice: “I don’t know where I’m going!” Cat: “Then it doesn’t matter which way you go!”

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Through the Looking Glass Lewis Carroll, 1872

Agenda/Objectives

• Getting Grounded
• Baldrige Performance Excellence Program
• Tennessee Center for Performance Excellence
• Baldrige Excellence Framework™
• Getting Started
• Understanding the pre‐work assignment
• Step‐by‐Step Instructions
• Using Scorebook Navigator™

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Baldrige and TNCPE Overview

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Baldrige Performance Excellence Program

• Established by Congress in 1987
• Purpose: to enhance U.S. competitiveness in a global

economy by:

• Identifying and recognizing role‐model organizations
• Establishing criteria for evaluating

improvement efforts

• Disseminating and sharing best practices
• Internationally recognized and emulated
• National resource: www.baldrigepe.org

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Mac Baldrige

Endorsed by Presidents

President Ronald Reagan “The Malcolm Baldrige National Quality Award offers companies a standard with which to compare their own progress to that of the country’s very best.” President Bill Clinton “Every year I feel more strongly that this is the way America ought to work. This is the way all of our

• rganizations ought to work.”

President George W. Bush “These organizations have been selected as exemplifying the qualities of excellence and ethics. They are being recognized for their continual improvement, their commitment to employees and community, and their enterprising spirit.” President Barack Obama “The road to greatness in American has been, and always will be, traveled by those who embrace change and work hard every day to be the best; the organizations we honor today with the Baldrige National Quality Award exemplify that spirit.” President Donald Trump “This program is about much more than recognizing successful organizations or winning a single award … When companies implement the ground‐tested Baldrige approach, they create

• rganizations that employees and customers love, that continually improve, and that

produce innovative and outstanding results.” 10

How Organizations Use the Baldrige Excellence Framework

• Internal assessment & management framework
• State/Regional/Industry Baldrige‐based program
• Ease of entry into process
• 5, 15, 35, or 50‐page application
• National Baldrige application
• 50‐page application
• Same requirements as Level 4 TNCPE application

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Benefits of “The Journey”

Helps answer 3 questions:

• 1. Is your organization doing as well as it could?
• 2. How do you know?
• 3. What – and how – should your organization

change to get better results?

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Why TNCPE?

• “Easy way in” to understanding and applying the

Baldrige Framework

• 4‐tiered application program
• All receive site visit & written feedback report
• Train internal experts as examiners
• Learn & share best practices as a member
• Pre‐requisite to Baldrige application
• Must win your state’s or region’s top award to be eligible

to apply to Baldrige

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Mission To drive organizational excellence in Tennessee

and the Southeast region

Purpose To strengthen the economy of Tennessee and

the Southeast region

Vision To be the partner of choice in leading

• rganizations to world‐class performance

excellence. Together…building a state of excellence!

Values Customer Focus; Integrity; Respect;

Collaboration; Leadership; Excellence; Innovation; Continuous Improvement

Core Competencies

Building loyal relationships with key stakeholders; Operating an effective Award program

TNCPE Culture

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TNCPE Board of Directors

• Dr. Lyle Ailshie, Deputy Commissioner, TN Dept. of

Education Mark Bainbridge, VP, Caterpillar Financial Services Chris Beaulieu, Global Operations Leader, Cummins Business Services Hal Beckham, VP & CFO, Medtronic Inc., Spine Division Tony Benton, CEO, Tennova Healthcare East Market Lee Brown, General Manager, Erwin Utilities Janell Cecil, SVP & CNO, University of Tennessee Medical Center

• Dr. Dennis Depew, Dean, College of Business and

Technology, ETSU

• Dr. John Dreyzehner, Commissioner, TN Dept. of

Health Kevin Grayson, Asst. Dir. Technology Management, North Carolina State University David Hart, CEO, TRICOR Rebecca Hunter, Commissioner, TN Dept. of Human Resources Paula Jacobs, VP Process Improvement, Methodist Le Bonheur Healthcare Doran Johnson, SVP, NHC South Central Region David Jones, CEO, EnableComp Wes Kelley, President and CEO, Huntsville Utilities Patrick Lawton, City Administrator, City of Germantown Stacey Max, Director of Engineering, Marvin Windows and Doors Paul Saylor, President & COO, Caris Healthcare Chuck Shoopman, AVP, UT Institute for Public Service Amy Shreve, EVP, First Tennessee Jennifer Slayton, Ex Dir, Quality Improvement, Vanderbilt University Medical Center Van Wardlaw, EVP, TVA Alan Watson, CEO, Maury Regional Medical Center Rodney Woods, VP, BlueCross BlueShield of Tennessee

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Stair Steps to Excellence

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Level 4 Level 3 Excellence Level 2 Achievem ent Level 1 Com m itm ent I nterest Org Profile Yes Yes Yes Yes Application Focus Org Profile Basic item requirem ents Overall item requirem ents Multiple item requirem ents Max Length 5 pages 5 + 1 5 pages 5 + 3 5 pages 5 + 5 0 pages Site Visit ½ Day 1 Day+ w kshp 2 Days 3 Days Feedback Focus 7 Categories Overall requirem ents Multiple requirem ents Multiple requirem ents

Tennessee Baldrige Winners

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www.TNCPE.org

• Founded in 1993
• Based on a national standard – Baldrige Excellence

Framework – with a focus on continuous improvement

• 501c(3) corporation
• Powered by a volunteer workforce
• Funded through corporate and individual dues and award

participant fees

• National and international benchmark
• Partnership with NCAfE
• Recognize – Train – Share

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TNCPE Results (1993 – 2017)

• 1,469 applicants
• 642,736 Tennessee employees impacted
• 3,840 examiners trained
• 340,012 hours of service
• $34 million pro‐bono consulting services

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Why Baldrige/TNCPE?

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The Baldrige Excellence FrameworkTM

Business/Nonprofit | Health Care | Education

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Baldrige Excellence Framework

• Used to view organizations from a systems‐perspective
• “Management by asking really good questions”
• Includes the Criteria, Core Values, and Scoring Guidelines
• Offered in 3 versions – Business/Nonprofit, Health Care,

and Education

• Updated every two years
• “Leading edge of validated management practice”

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Category Structure

Category 1 – Leadership

Item 1.1 – Senior Leadership

Areas to Address 1.1a – Vision and Values 1.1b – Communication 1.1c – Mission and Organizational Performance

Item 1.2 – Governance and Societal Responsibilities

Areas to Address 1.2a – Organizational Governance 1.2b – Legal and Ethical Behavior 1.2c – Societal Responsibilities

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Item format (page 2)

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Applicant Assessment Process

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Self assess Apply Examiner review & site visit Award Receive Feedback Report Address OFIs

2 3 4 5 1

Examiner Evaluation Cycle

Independent Review Consensus Review Site Visit Review Finalize Feedback Report Complete Pre‐work & Training

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Getting Started

• n Pre‐work

Understand the Assignment Follow Step‐by‐Step Instructions Use Scorebook Navigator

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Case Study Preparation

• Schedule adequate time (20 – 25 hours)
• Assemble documents and tools:
• Scorebook Navigator (examiner software system)
• 2017‐2018 Baldrige Excellence Framework (Business version)
• Green Gateway Case Study
• Pre‐work Assignment Packet
• Links for downloads
• Step‐by‐Step Instructions
• Examples & Resources
• Pens, highlighters, clock, etc.

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Pre‐Work Assignment

Key Factors Item Evaluation + 1 OFI Comment P.1 a P.1 b Item 1.1 Item 2.1 Item 3.1 Item 6.1 P.2 a P.2 b P.2 c Item 7.1 Item 7.2

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Remember…

Trust the process!

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Log on to the system Review the Framework Read the Application Create Key Factor List

Print 2 copies of assignment Note # of hours Complete pre‐ work evaluation Attend 3‐day training

1.1 2.1 3.1 6.1

• Criteria
• Key Factors
• Application: PROCESS
• 6‐10 Comments (ADLI)
• Score
• 1 Feedback‐Ready OFI

7.1 7.2

• Criteria
• Key Factors
• Application: RESULTS
• 6‐10 Comments

(LeTCI)

• Score
• 1 Feedback‐Ready OFI

Pre‐work Assignment

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Log on to Scorebook Navigator

• Go to https://scorebooknav.org
• Enter your username and password

firstnamelastname (all lower case; no special characters)

• Accept license agreement
• Upon initial login, you will be prompted to update

your password

• Use “Forgot password?” button to email password

to address on file after first login

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Review the Framework

• The Criteria (p. 4‐30)
• Category and Item Commentary (online)
• Scoring System and Scoring Guidelines (p. 31‐36)
• Criteria Response Guidelines (p. 37‐39)
• Core Values and Concepts (p. 40‐44)
• Changes from 2015‐2016 (p. 45‐46)
• Glossary (p. 47‐54)
• Index (p. 69‐71)

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Read the Application Case Study

• Read the application all the way through,

from beginning to end

• Yes – really!
• Get a broad overview of Green Gateway
• Highlight and take notes on key processes
• Note results that you expect to see

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41 41 42

43 44 44

Create a List of Key Factors

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• What is a “key factor”?
• Where do I find key factors?
• How and where do I record key factors?

A key factor is an attribute of an organization or its environment that influences the way the organization

• perates and the key challenges it faces. Examiners will

use key factors to focus their assessments on what is important to the applicant.

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Sample Key Factor

P.1a Product Offerings

Applicant provides 3 main lawn tractor products: Commercial (50%); Homestead (30%); & Putting Green (20%)

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Exercise 1 – INDIVIDUAL (step 1)

• Read the assigned area from the Green Gateway

Organizational Profile.

• Independently identify three key factors for the

assigned area.

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Exercise 1 – TABLE (step 2)

As a team, agree on at least 3 key factors for your assigned area and write them on your flip chart. Prepare to discuss a lesson learned.

Write BIG

(not little)

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Log on to the system Review the Framework Read the Application Create Key Factor List

Print 2 copies of assignment Note # of hours Complete pre‐ work evaluation Attend 3‐day training

1.1 2.1 3.1 6.1

• Criteria
• Key Factors
• Application: PROCESS
• 6‐10 Comments (ADLI)
• Score
• 1 Feedback‐Ready OFI

7.1 7.2

• Criteria
• Key Factors
• Application: RESULTS
• 6‐10 Comments

(LeTCI)

• Score
• 1 Feedback‐Ready OFI

Pre‐work Assignment

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1.1 2.1 3.1 6.1

• Criteria – Read the Criteria item requirements
• Key Factors – Select 4‐6 most relevant key factors from master list
• Application – Read relevant section of the application to identify processes

and gaps

• 6‐10 Comments– identify and outline 6‐10 strength and OFI observations

using process evaluation factors (A/D/L/I)

• Score the item
• Feedback‐Ready OFI – Write one OFI comment

7.1 7.2

• Criteria – Read the Criteria item requirements
• Key Factors – Select 4‐6 most relevant key factors from master list
• Application – Read relevant section of the application; group results and

identify gaps

• 6‐10 Comments– identify and outline 6‐10 strength and OFI observations

using results evaluation factors (Le/T/C/I)

• Score the item
• Feedback‐Ready OFI – Write one OFI comment

Item Evaluation Steps

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Exercise 2 ‐ TABLE

Select key factors for item 5.1

• 1. Review the overall requirements for item 5.1.
• 2. Using the master list identified by the class, select

the 4‐6 most relevant key factors to keep in mind when evaluating the applicant’s response to item 5.1.

• 3. Write these key factors on the

flipchart.

• 4. Report out a lesson learned.

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1.1 2.1 3.1 6.1

• Criteria – Read the Criteria item requirements
• Key Factors – Select 4‐6 most relevant key factors from master list
• Application – Read relevant section of the application to identify processes

and gaps

• 6‐10 Comments– identify and outline 6‐10 strength and OFI observations

using process evaluation factors (A/D/L/I)

• Score the item
• Feedback‐Ready OFI – Write one OFI comment

7.1 7.2

• Criteria – Read the Criteria item requirements
• Key Factors – Select 4‐6 most relevant key factors from master list
• Application – Read relevant section of the application; group results and

identify gaps

• 6‐10 Comments– identify and outline 6‐10 strength and OFI observations

using results evaluation factors (Le/T/C/I)

• Score the item
• Feedback‐Ready OFI – Write one OFI comment

Item Evaluation Steps

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Identify Key Processes and Gaps

• Identify the processes or approach the applicant uses

to meet item requirements

• Gaps exist when the applicant fails to address either

– A key requirement of the Criteria, OR – A relevant key factor

• Easiest to do one area at a time!

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What If…

It sounds too good to be true?

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The Tinkerbell Principle

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“Clap your hands if you believe!” – Peter Pan

5.1b(1) GG ensures workplace health by providing health assessments, flu vaccinations, health screenings, coaching for wellness, and Wellness Committee activities. GG ensures workplace security through automated security devices for doors and gates that require unique codes or GG‐ issued entry badges, security monitoring systems, surveillance systems, and promptly removed access for terminated associates. Electronic accessibility to the GG network is provided by IT staff members who assign each employee a unique login, with password changes required quarterly. In addition, associates who need remote access to GG servers and files are provided access by the IT Department. The GG facility also has only one point of common public access to ensure workplaces security. GG ensures workplace accessibility by ensuring that the facility is handicapped‐ accessible by meeting the International ISO Accessibility Standards, added in the 2016 cycle of improvement. Performance measures and improvement goals for workplace environmental factors are compliant with the OSHA 18001 Standards for Occupational Health and Safety. Results are indicated in Figure 5.1‐3, with additional results available on‐site.

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Exercise 3 ‐ INDIVIDUAL

Step 1:

• Read the Criteria for your assigned area
• Consider the key factors you selected for

item 5.1.

• What would you expect to see in the

application response?

Step 2:

• Read the application response.
• Independently identify one process that

Green Gateway has in place that addresses the item requirements – or note a gap.

Table Assignment 1 & 5 5.1a(1) 2 & 6 5.1a(2) 3 & 7 5.1a(3) 4 & 8 5.1b(2)

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1.1 2.1 3.1 6.1

• Criteria – Read the Criteria item requirements
• Key Factors – Select 4‐6 most relevant key factors from master list
• Application – Read relevant section of the application to identify processes

and gaps

• 6‐10 Comments– identify and outline 6‐10 strength and OFI observations

using process evaluation factors (A/D/L/I)

• Score the item
• Feedback‐Ready OFI – Write one OFI comment

7.1 7.2

• Criteria – Read the Criteria item requirements
• Key Factors – Select 4‐6 most relevant key factors from master list
• Application – Read relevant section of the application; group results and

identify gaps

• 6‐10 Comments– identify and outline 6‐10 strength and OFI observations

using results evaluation factors (Le/T/C/I)

• Score the item
• Feedback‐Ready OFI – Write one OFI comment

Item Evaluation Steps

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Evaluating Key Processes

• Analyze applicant’s response:

– Approach (methods) – Deployment (extent to which the approach is applied) – Learning (cycles of improvement) – Integration throughout organization

• Record your thoughts on scratch paper or in the

“As Evidenced By” box in Scorebook Navigator

• Note any results you expect to see in Category 7

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Process Evaluation Factors

A = Approach: Is the process appropriate and effective? Is it systematic (repeatable and based on reliable data an information)? D = Deployment: Is the approach used consistently by all appropriate work units? L = Learning: Is there a method to improve the process? Does it encourage change, innovation, and best practice sharing? I = Integration: Is the process aligned with what the applicant said was important? Does it connect to other processes or support the Strategic Plan?

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An Example

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5.1b(1) GG ensures workplace health by providing health assessments, flu vaccinations, health screenings, coaching for wellness, and Wellness Committee activities. GG ensures workplace security through automated security devices for doors and gates that require unique codes or GG‐ issued entry badges, security monitoring systems, surveillance systems, and promptly removed access for terminated associates. Electronic accessibility to the GG network is provided by IT staff members who assign each employee a unique login, with password changes required quarterly. In addition, associates who need remote access to GG servers and files are provided access by the IT Department. The GG facility also has only one point of common public access to ensure workplaces security. GG ensures workplace accessibility by ensuring that the facility is handicapped‐ accessible by meeting the International ISO Accessibility Standards, added in the 2016 cycle of improvement. Performance measures and improvement goals for workplace environmental factors are compliant with the OSHA 18001 Standards for Occupational Health and Safety. Results are indicated in Figure 5.1‐3, with additional results available on‐site.

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A‐D‐L‐I Assessment

Process: Workforce Climate

• Approach: + The applicant provides:
• Health assessments and screenings, flu shots, a reimbursable fitness center, and

wellness coaching.

• Security is ensured through automated security devices for entrances, entry badges,

and surveillance systems.

• Other benefits include 401k, health insurance, safety shoe reimbursement, and

tuition reimbursement.

• Deployment: ‐ Not clear how these options are provided to temporary

workforce members

• Learning: +/‐ mentioned 2016 cycle of improvement but not clear how that

process works

• Integration: +/‐ measures for health, security, and accessibility

(see Figure 5.1‐3); not clear how offerings and security differ for various work environments (headquarters vs. shop floor)

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Exercise 4a ‐ INDIVIDUAL

Using the worksheet, independently evaluate a key process: A‐D‐L‐I

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Selecting Comments

• Review the gaps you noted in the applicant’s

response to the Criteria

• Are any of the gaps significant to the applicant?
• If so, these are good sources of OFIs.
• Review your assessment of the applicant’s

processes.

• Think vertically (responses to the areas of the Criteria)…
• And horizontally (A‐D‐L‐I)
• Choose 6‐10 strength and OFI comments that are

most valuable to the applicant

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Outlining Comments in Scorebook Navigator

• Select the relevant key factors for the comment
• Is it a double strength or OFI?
• Write the “Topic Sentence” in the “Strengths” or “Gaps and

OFIs” box

• What is the main point of your comment?
• Is it based on the Criteria?
• How does it link to the evaluation factors?
• Give supporting “Evidence” in the following box labeled “As

Evidenced By…”

• Check A‐D‐L‐I
• Indicate the item reference (for example, 5.1b(1))
• Don’t worry about the key… for now 

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A‐D‐L‐I Assessment

Process: Workforce Climate

• Approach: + The applicant provides:
• Health assessments and screenings, flu shots, a reimbursable fitness center, and

wellness coaching.

• Security is ensured through automated security devices for entrances, entry badges,

and surveillance systems.

• Other benefits include 401k, health insurance, safety shoe reimbursement, and

tuition reimbursement.

• Deployment: ‐ Not clear how these options are provided to temporary

workforce members

• Learning: +/‐ mentioned 2016 cycle of improvement but not clear how that

process works

• Integration: +/‐ measures for health, security, and accessibility

(see Figure 5.1‐3); not clear how offerings and security differ for various work environments (headquarters vs. shop floor)

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An Example

5.1b(1) Strength: The applicant has a systematic approach for ensuring a positive workforce climate As evidenced by…

• It provides health assessments and screenings, flu shots, a reimbursable

fitness center, and wellness coaching.

• Security is ensured through automated security devices for entrances,

entry badges, and surveillance systems.

• Performance measures for the workplace environment include percent
• f buildings with engineered access methods and workforce affirmation
• f workplace health.
• Other benefits include 401k, health insurance, safety shoe

reimbursement, and tuition reimbursement.

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An Example

5.1b(1) OFI: There is little consideration of the applicant’s varying

workforce environments or temporary workforce members

As evidenced by…

• Not clear how OSHA requirements or air quality

processes differ at headquarters vs. shop floor

• Not clear which of the organization’s workplace benefits

(health assessments, etc.) apply to temporary workers

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Exercise 4b ‐ TABLE

Outline a strength or OFI comment in Scorebook Navigator:

• As a table, select one

strength or OFI topic sentence and and write it on the poster.

• Include supporting evidence.
• Note appropriate evaluation

factor(s) and item reference.

• Report out.

83 84

85 86

1.1 2.1 3.1 6.1

• Criteria – Read the Criteria item requirements
• Key Factors – Select 4‐6 most relevant key factors from master list
• Application – Read relevant section of the application to identify processes

and gaps

• 6‐10 Comments– identify and outline 6‐10 strength and OFI observations

using process evaluation factors (A/D/L/I)

• Score the item
• Feedback‐Ready OFI – Write one OFI comment

7.1 7.2

• Criteria – Read the Criteria item requirements
• Key Factors – Select 4‐6 most relevant key factors from master list
• Application – Read relevant section of the application; group results and

identify gaps

• 6‐10 Comments– identify and outline 6‐10 strength and OFI observations

using results evaluation factors (Le/T/C/I)

• Score the item
• Feedback‐Ready OFI – Write one OFI comment

Item Evaluation Steps

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Score the Item

• Refer to Scoring Guidelines in Framework or in

Scorebook Navigator on “Scoring” panel

• Begin with 50‐65% range for “approach” and move up
• r down
• Pay attention to “basic,” “overall,” and “multiple”

requirements

• Identify range that is the “best fit,” i.e., most

descriptive

• Repeat for “deployment,” “learning,” and

“integration”

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Item format (page 2)

89 90

Score the Item

• Determine the “best fit” scoring range considering

all four factors

• Select a score within the range (in 5 point

increments)

• Record the score

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Exercise 5 – TABLE

1. Based on the class’s evaluation of item 5.1, discuss the appropriate scoring ranges for approach, deployment, learning, and integration. 2. As a table‐team, determine the “best fit” scoring range for item 5.1 overall. 3. Select a percentage score for item 5.1 (in a 5% increment) and write it on the chart paper.

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93 93 94

Write 1 OFI Comment

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1.1 2.1 3.1 6.1

• Criteria – Read the Criteria item requirements
• Key Factors – Select 4‐6 most relevant key factors from master list
• Application – Read relevant section of the application to identify processes

and gaps

• 6‐10 Comments– identify and outline 6‐10 strength and OFI observations

using process evaluation factors (A/D/L/I)

• Score the item
• Feedback‐Ready OFI – Write one OFI comment

7.1 7.2

• Criteria – Read the Criteria item requirements
• Key Factors – Select 4‐6 most relevant key factors from master list
• Application – Read relevant section of the application; group results and

identify gaps

• 6‐10 Comments– identify and outline 6‐10 strength and OFI observations

using results evaluation factors (Le/T/C/I)

• Score the item
• Feedback‐Ready OFI – Write one OFI comment

Item Evaluation Steps

96

Finding the “Sweet Spot”

97

Organization (examples + key factors) Evaluation Factors Criteria requirements = value‐added feedback

Making Your Comment “Feedback‐Ready”

Your Outline

• Is in bulleted phrases
• Is based on factual

evidence from the application (usually related to an evaluation factor)

• Is descriptive
• Communicates your

insights to other examiners

• n your team

Feedback‐Ready Comments

• Are complete thoughts
• Are unified, coherent, well‐

developed and provide value to the applicant

• Connect the Criteria, key

factors, the applicant’s response and your analysis

• Use grammatical sentence

structure

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Comment Writing Tips

Is the comment Criteria‐based? Is it insightful? T = Start with the “topic sentence” or main point E = Give 1 – 2 supporting examples from the application S = Explain the “so what” (relevance) to the applicant by linking the comment to a key factor T = Try it out loud!

99

Comments Should…

• NOT exceed 75‐100

words

• NOT include dense

Criteria language

• NOT be judgmental or

prescriptive

• NOT focus on how

well the application is written

• Let the applicant know

what it does well

• …and what it needs to

improve

• Include examples from

the application

• Use complete

sentences

• Contain a clear “so

what”

100

Sources of “so what”

101

• Key factors
• Item notes
• Category and item commentary
• Core Values and Concepts
• Glossary of Terms
• A‐D‐L‐I progression or gaps
• Le‐T‐C‐I progression or gaps
• Scoring guidelines

Constructing a Comment

5.1b(1) There is little evidence of consideration of differing workplace environments. For example, there is no mention of addressing OSHA compliance or maintaining air quality (Figure P.1‐7) differently in various areas of the facility, such as the shop floor, shipping/receiving or

• ffice areas. No health or security distinctions are made

for different workplace environments or for workforce segments, such as temporary workers (Figure P.1‐5). Consideration of the various workplace environments may assist the applicant in addressing its strategic challenge associated with technical workforce retention.

102

Exercise 6 – TABLE

As a table:

• Review the process or gap that you identified

in item 5.1

• Write one

feedback‐ready strength or OFI comment

103 104

Feedback

• Move to your assigned table.
• Review the written comment and provide

feedback:

–Is the comment grounded in the Criteria? –Is it insightful? –What is the topic sentence? –Is the comment supported with examples? –So what? Does the comment link to a key factor?

105

Evaluating Results Items

Where the rubber meets the road!

106

Results Items

• Results are outputs and outcomes achieved by an
• rganization in addressing a Criteria item
• Results align with key requirements from

customers, stakeholders, markets, processes, and the strategic plan

• Results items are in Category 7

107

1.1 2.1 3.1 6.1

• Criteria – Read the Criteria item requirements
• Key Factors – Select 4‐6 most relevant key factors from master list
• Application – Read relevant section of the application to identify processes

and gaps

• 6‐10 Comments– identify and outline 6‐10 strength and OFI observations

using process evaluation factors (A/D/L/I)

• Score the item
• Feedback‐Ready OFI – Write one OFI comment

7.1 7.2

• Criteria – Read the Criteria item requirements
• Key Factors – Select 4‐6 most relevant key factors from master list
• Application – Read relevant section of the application; group results and

identify gaps

• 6‐10 Comments– identify and outline 6‐10 strength and OFI observations

using results evaluation factors (Le/T/C/I)

• Score the item
• Feedback‐Ready OFI – Write one OFI comment

Item Evaluation Steps

109

Results Items

• Group a set of results, rather than

evaluating each graph separately

• Identify gaps (results not provided) from:

‒ Criteria ‒ Key factors ‒ Key processes you noted in categories 1‐6

110

Results Evaluation Factors

Analyze applicant’s response:

Performance Levels (Le)

Validity or meaningful scale

Trends (T) *

Rate of improvement or sustainability

Comparisons (C)

Appropriateness; benchmarks

Integration (I)

Importance, harmonization, segmentation

* Note: Unfavorable trends may be explained in the narrative

111

Green Gateway Results

7.3a(2) GG provides a work environment that is safe, healthy, and

• productive. Figure 7.3‐8 shows top‐decile (against IW Best Plants

comparison data) satisfaction with health, safety, security, accessibility, and benefits. Figure 7.3‐9 (RTB BSC – People) outlines the turnover rate, which shows a stable workforce. Figure 7.3‐10 (RTB BSC – People) shows a favorable trend in associate and salaried absenteeism.

Green Gateway Results

113

GG Results

114

Outlining Results Comments

• Based on your analysis, identify 6‐10 strength

and OFI comments that are most valuable to the applicant

• Think vertically (Criteria items) and horizontally

(evaluation factors)

• Note relevant figure number(s)
• Note whether results are favorable or

unfavorable

• Note item reference, relevant key factors

115

Score the Item

• Refer to Scoring Guidelines in Framework or Scorebook

Navigator

• Begin with 50‐65% range for “levels” and move up or

down

• Repeat for “trends,” “comparisons,” and “integration”
• Pay attention to “basic,” “overall,” and “multiple”

requirements

• Identify range that is most descriptive (best fit)
• Assign a final score (multiple of 5)

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Constructing a Comment

7.3a

Many results do not present data by workforce segments noted as important by the applicant. For example, other than segmentation for hourly vs. salaried vs. management, none of the results in this item are segmented by the diversity of the workforce profile (Figure P.1‐5). Additionally, there are no results for temporary workforce members, who represent 5% of the total. Tracking results by these important segments may help the applicant build on its core competency of relationship building and its

• rganizational value of respecting others.

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Scorebook Navigator™

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Software Tips

• A Scorebook Navigator Tip Sheet has been provided
• nline and in your packet
• Scorebook Navigator has been enabled to work

with Internet Explorer, Firefox, Safari, or Chrome

• SAVE YOUR WORK AFTER EVERY ROW
• The system will time out after a period of inactivity
• When in doubt, call for help!
• TNCPE Office (800) 453‐6474 or (615) 889‐8323

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Two Quick Notes

• Copy/Paste – you MUST use the system copy/paste

icon to transfer your work from Word

• Font Size
• CTRL + increases the font size (magnifies your screen)
• CTRL – decreases the size
• CTRL 0 (zero) returns to normal

Wrap‐Up

Review | Questions?

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Log on to the system Review the Framework Read the Application Create Key Factor List

Print 2 copies of assignment Note # of hours Complete pre‐ work evaluation Attend 3‐day training

1.1 2.1 3.1 6.1

• Criteria
• Key Factors
• Application: PROCESS
• 6‐10 Comments (ADLI)
• Score
• 1 Feedback‐Ready OFI

7.1 7.2

• Criteria
• Key Factors
• Application: RESULTS
• 6‐10 Comments

(LeTCI)

• Score
• 1 Feedback‐Ready OFI

Pre‐work Assignment

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Trust the Process!

I hear ... and I forget. I see ... and I remember. I do ... and I understand. Ancient Chinese Proverb

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Bring to Training

• Two copies of your pre‐work
• Completed pre‐work evaluation form

– Include time you spent on pre‐work

• All of your materials

– Green Gateway Case Study – Baldrige Excellence Framework

– You will be given a copy of the Framework of your choice

– Your pre‐work packet

• Your TNCPE name badge (return examiners)
• Enthusiasm and a positive attitude!!!

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2018 Examiner Training

Orientation

May 8, May 10*, May 15, May 17 and May 22

Three‐day training course

• June 5‐7

Nashville

• June 12‐14

Oak Ridge

• June 12‐14

Greensboro, NC

• June 19‐21

Memphis

• June 26‐28

Bristol

• July 10‐12

Nashville II

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Award Program Calendar

Intent to Apply due April 15

(NO Organizational Profile!)

Application due (Level 2, 3, 4)* July 16

(with Criteria Response and Org Profile)

Teams formed late July Examiner Assessment

• Aug. 1–Oct. 30

Judges review mid‐November Deliver Feedback Reports by Dec. 31 Conference & Banquet

• Feb. 27‐28, 2019

* Level 1 Applications are accepted year‐round

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Katie Rawls, President & CEO Sue Alexander, Manager, Administration

Tennessee Center for Performance Excellence

2525 Perimeter Place Drive, Suite 122 Nashville, Tennessee 37214 Phone: 615‐889‐8323

• r 800‐453‐6474

E‐mail: contact@tncpe.org

www.TNCPE.org

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