“Performance Excellence” (as defined by the Baldrige National Quality Program) refers to an integrated approach to organizational performance management that results in:
• Delivery of every-improving value to customers and stakeholders, contributing to organizational sustainability
• Improvement of overall organizational effectiveness and capabilities
• Organizational and personal learning
A quality tool that the Command has adopted is the Baldrige performance excellence criteria which is the basis and often referred to the Army Process Improvement Criteria. “As a Command, we must continue to integrate the APIC (Army Process Improvement Criteria) into our culture and the way we conduct all our business. We cannot limit its use to developing the ACOE packet” emphasized CG Mallory.
The Baldrige performance excellence criteria are a framework that any organization can use to improve overall performance starting with a self assessment and working toward establishing systematic processes that drive results. Seven categories make up the criteria:
Leadership — Examines how senior executives guide the organization and how the organization addresses its responsibilities to the public and practices good citizenship.
Strategic planning — Examines how the organization sets strategic directions and how it determines key action plans.
Customer and market focus — Examines how the organization determines requirements and expectations of customers and markets; builds relationships with customers; and acquires, satisfies, and retains customers.
Measurement, analysis, and knowledge management — Examines the management, effective use, analysis, and improvement of data and information to support key organization processes and the organization’s performance management system.
Workforce focus — Examines how the organization enables its workforce to develop its full potential and how the workforce is aligned with the organization’s objectives.
Process management — Examines aspects of how key production/delivery and support processes are designed, managed, and improved.
Results — Examines the organization’s performance and improvement in its key business areas: customer satisfaction, financial and marketplace performance, human resources, supplier and partner performance, operational performance, and governance and social responsibility. The category also examines how the organization performs relative to competitors.
The 108th Training Command has gained numerous benefits from using the Baldrige criteria to include formalizing the strategic planning process, re-evaluating numerous processes, and implementing additional measurement systems to track, trend and analyze critical processes.
108th Training Command (IET) wins Army Community of
For the second year, the 108th Training Command (IET) won the Army Community of Excellence Award (ACOE) in its competitive category. The ACOE Program recognizes performance excellence at Army installations by assessing all components and dimensions of management. By using the Baldrige Criteria for Performance Excellence as the framework for performance assessment, the ACOE program helps participating Army communities focus on providing excellence in facilities and services in support of Soldiers, their families, and their units. Baldrige-based performance assessments provide opportunities to identify best practices in installation management and reveal potential opportunities to apply appropriate performance improvement tools such as lean Six Sigma and Continuous Learning.
“This year’s packet was a significant improvement from last year’s packet,” said Col. James Moore, retired Chief of Staff. “The collective effort of full-time staff and TPU was obvious.”
What next – A priority of the 108th Training Command is to deploy the APIC criteria throughout the Command within the next year.
Job Well Done! G-4 Leads the Way in Performance Excellence
This past June, the USARC Transformation Assessment and Evaluation team visited the 108th Training Command (IET) to assess its operational capabilities and capacities, identify the gaps, seams, shortfalls and strengths in capabilities and capacities, and present courses of action and suggested process improvements to mitigate the risk to the Command. Each section within the Command was evaluated and provided feedback for opportunities to develop.
One section that took this feedback seriously was the G-4. An opportunity that was identified was a need to trend and analyze data for priority processes. The G-4 immediately implemented measurement systems and began tracking and analyzing data for priority processes.
A problem that the Command had been experiencing was high percentages in both delinquent equipment lateral transfers (LT) and equipment turn-in (TI). In July 2009, the percentage topped at 100 percent.
The G-4 set a goal to reduce delinquency percentages to 20% within 5 months.
A common thread in the cause analysis indicated that systems and procedural knowledge were the main causes of the delinquencies. As a result, the 108th Training Command sponsored a Command-wide G-4 workshop. Representatives from USARC and the PBUSE software company attended the conference and assisted with both systems and procedural knowledge. Once all personnel were trained and equipped with the PBUSE system, workshop attendees began to “blitz” the transfers and turn-in’s as part of the workshop.
As a result, delinquent lateral transfers were reduced from 100%-2% within 3 months and delinquent turn- in’s were reduced from 84%-20%within 6 months. OUTSTANDING WORK!
If your team makes a significant improvement to a process, please send it to Barbara Kent, Business Transformation Office at [email protected].army.mil so it can be shared throughout the Command.