Cover image for From Baldrige to the bottom line : a road map for organizational change and improvement
From Baldrige to the bottom line : a road map for organizational change and improvement
Hutton, David W., 1947-
Personal Author:
Publication Information:
Milwaukee, WI : ASQ Quality Press, [2000]

Physical Description:
xxix, 319 pages ; 24 cm
Format :


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HD62.15 .H887 2000 Adult Non-Fiction Non-Fiction Area

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Employing the Baldridge-based assessment process rather than the criteria aspect of organizational self-diagnosis as his compass, a consultant offers direction on developing a high-performance management system. Five case studies showcase diverse role models from Xerox Corp., a two-time Baldridge Award winner, to Pinellas County School District-Flo

Author Notes

David Hutton is a consultant working in the assessment field. He is the President of David Hutton Associates, Inc.

Reviews 1

Choice Review

Hutton has written an excellent and practical guide for using organizational assessment to improve performance. His focus is not on the management system or its criteria per se, but rather on helping organizations create or improve processes to determine how well their management system works. He moves step-by-step through designing the assessment process, setting the stage (including gaining leadership commitment), preparing the team, gathering and analyzing data, developing and presenting the assessment report, and creating and implementing improvement plans. This sound how-to approach is based on best practices in assessment and the Baldrige Award criteria. Included are scenarios, check points for successes and failures, exercises, meeting agendas, and time lines, all of which organizations can adapt to meet their needs. Five cases help the reader understand how organizations can realize improvement through systematic assessment. A companion Web site offers potential for supporting the assessment efforts of managers. The book's practical nature makes it ideal for practitioners considering starting an organizational assessment or those wanting to improve existing assessment systems. Faculty and upper-division undergraduate and graduate students will also find it a useful adjunct to management courses. B. J. Keinath; Metropolitan State University

Table of Contents

About This Bookp. xiii
Introductionp. xix
Chapter 1 The Assessment Process as a Strategyp. 1
The Case for Assessmentp. 2
Management System Conceptsp. 6
The Assessment Criteriap. 10
The Assessment Process in a Nutshellp. 15
Ground Rules for Successp. 27
Chapter 2 Assessment Process Designp. 35
What Makes for a Great Assessmentp. 35
Choosing the Components of an Assessmentp. 38
Selecting Suitable Criteriap. 39
Selecting the Best Assessment Processp. 40
Basic Types of Assessmentp. 43
The Pros and Cons of Different Approachesp. 47
Other Design Optionsp. 50
Tailoring the Process to Your Situationp. 55
Chapter 3 Setting the Stagep. 59
The Leadership Decision-Making Processp. 60
The Key Issuesp. 60
Purposep. 61
Scopep. 62
Timingp. 63
Roles and Responsibilitiesp. 64
Budget, Resources, and Durationp. 67
Using External Resources Effectivelyp. 71
Finding Competent Helpp. 73
Winning Support for Your Proposalsp. 79
Recognizing When This Is Not the Right Thing to Dop. 80
Check Pointsp. 83
Chapter 4 Engaging the Leadersp. 85
Workshop Objectives and Designp. 86
Introducing the Assessment Processp. 87
Introducing the Assessment Criteriap. 87
Using the Criteria: A Test Drivep. 90
Agreeing on the Assessment Planp. 100
Confirming the Next Stepsp. 106
Check Pointsp. 107
Chapter 5 Preparing the Assessment Teamp. 111
Assembling the Teamp. 112
The Training Processp. 113
Initial Team Trainingp. 115
The Preliminary Evaluationp. 115
Planning the Data Gathering Processp. 116
Other Team Preparation Issuesp. 125
Check Pointsp. 128
Chapter 6 Data Gatheringp. 131
The Data Gathering Processp. 131
Data Gathering Strategyp. 132
Interviews and Documentation Reviewp. 134
Frequently Asked Questions about Data Gatheringp. 154
Other Data Gathering Issuesp. 157
Check Pointsp. 159
Chapter 7 Developing the Assessment Reportp. 161
Steps in Completing the Assessment Reportp. 162
Initial Impressionsp. 164
Developing the Findingsp. 165
Report-Writing Techniquep. 167
Scoringp. 171
The Results Categoryp. 176
The Overall Summaryp. 177
The Assessment Team's Vital Fewp. 179
Planning the Presentationp. 182
Final Cleanup of the Reportp. 186
Other Report-Writing Issuesp. 187
Check Pointsp. 192
Chapter 8 Presenting the Assessment Reportp. 195
Preparationsp. 196
Purpose and Agendap. 198
Opening the Presentationp. 200
Summarizing the Work Donep. 200
The Findingsp. 202
The Scoresp. 205
The Overall Summaryp. 205
The Vital Fewp. 206
Wrapping Upp. 208
The Motivation for Changep. 209
Check Pointsp. 210
Chapter 9 Developing Improvement Plansp. 213
The Planning Workshopp. 214
Opening the Workshopp. 215
Selecting the Vital Few Priorities for Improvementp. 216
Developing Improvement Plansp. 216
Reviewing the Improvement Plansp. 224
Preparing for Fail-Proof Implementationp. 225
Wrap-Upp. 226
Check Pointsp. 227
Chapter 10 Implementation and Follow-Throughp. 229
Creating a System to Support Implementationp. 230
Formalizing and Assigning Improvement Objectivesp. 233
Conducting Formal Progress Reviewsp. 233
Establishing Suitable Measurementsp. 236
Communicating the Outcomes of the Assessmentp. 237
Providing Technical and Moral Supportp. 239
Managing Changep. 240
The Life Cycle of an Improvement Teamp. 244
Check Pointsp. 249
Chapter 11 Closing the Loopp. 251
The Closed-Loop Improvement Cyclep. 251
Steps in Closing the Loopp. 254
Debriefing After the First Assessment Cyclep. 254
Developing a Visionp. 255
Planning the Next Assessmentp. 256
Check Pointsp. 263
The Journey Aheadp. 263
Chapter 12 Case Studiesp. 265
Xerox Corporationp. 266
TELUS Mobilityp. 277
Medradp. 284
Cargillp. 292
Pinellas County School Districtp. 299