【正文】 ce. The governance body should be responsible ultimately to all your stakeholders for the ethics, vision, actions, and performance of your anization and its senior leaders. Senior leaders should serve as role models through their ethical behavior and their personal involvement in planning, munications, coaching, development of future leaders, review of anizational performance, and employee recognition. As role models, they can reinforce ethics, values, and expectations while building leadership, mitment, and initiative throughout your anization. CustomerDriven Excellence Quality and performance are judged by an anization’s customers. Thus, your anization must take into account all product and service features and characteristics and all modes of customer access that contribute value to your customers. Such behavior leads to customer acquisition, satisfaction, preference, referral, retention and loyalty, and business expansion. Customerdriven excellence has both current and future ponents: understanding today’s customer desires and anticipating future customer desires and marketplace potential. Value and satisfaction may be influenced by many factors throughout your customers’ overall purchase, ownership, and service experiences. These factors include your anization’s relationships with customers, which help to build trust, confidence, and loyalty. Customerdriven excellence means much more than reducing defects and errors, merely meeting specifications, or reducing plaints. Nevertheless, reducing defects and errors and eliminating causes of dissatisfaction contribute to your customers’ view of your anization and thus also are important parts of customerdriven excellence. In addition, your anization’s success in recovering from defects and mistakes (―making things right for your customer‖) is crucial to retaining customers and building customer relationships. Customerdriven anizations address not only the product and service characteristics that meet basic customer requirements but also those features and characteristics that differentiate products and services from peting offerings. Such differentiation may be based upon new or modified offerings, binations of product and service offerings, customization of offerings, multiple access mechanisms, rapid response, or special relationships. Customerdriven excellence is thus a strategic concept. It is directed toward customer retention and loyalty, market share gain, and growth. It demands constant sensitivity to changing and emerging customer and market requirements and to the factors that drive customer satisfaction and loyalty. It demands listening to your customers. It demands anticipating changes in the marketplace. Therefore, customerdriven excellence demands awareness of developments in technology and petitors’ offerings, as well as rapid and flexible response to customer and market changes. Organizational and Personal Learning Achieving the highest levels of business performance requires a wellexecuted approach to anizational and personal learning. Organizational learning includes both continuous improvement of existing approaches and adaptation to change, leading to new goals and/or approaches. Learning needs to be embedded in the way your anization operates. This means that learning (1) is a regular part of daily work。 improve munication, productivity, and effectiveness。Baldrige National Quality Program 20xx Criteria for Performance Excellence THE MALCOLM BALDRIGE NATIONAL QUALITY PROGRAM To: . Business Community From: Harry S. Hertz, Director Baldrige National Quality Program Subject: The Baldrige Challenge For 16 years, the Baldrige Criteria have been used by thousands of . anizations to stay abreast of everincreasing petition and to improve performance. For today’s business environment, the Criteria help anizations respond to current challenges: openness and transparency in governance and ethics。 and achieve strategic goals. How to begin that first Baldrige assessment? Take a few minutes and scan the questions in the Organizational Profile on pages 10–12. A discussion of the answers to these questions might be your first Baldrige assessment. For additional guidance, refer to our free booklet Getting Started with the Baldrige National Quality Program Criteria for Performance Excellence: A Guide to SelfAssessment and Action. If you are ready to take the full Baldrige challenge, you can perform a selfassessment as an internal improvement effort, or you can use your selfassessment as the basis for an Award application. Assessment against all seven Categories of the Criteria (see pages 13–29) allows you to identify strengths and to address opportunities for improving your processes and results. Do you need to know what your employees and your managers think? Do you believe you have been making progress but want to accelerate or better focus your efforts? Try using our simple Are We Making Progress? questionnaires. The employee questionnaire, available in English and Spanish, addresses topics from your employees’ perspective, anized by the seven Baldrige Criteria Categories. Compare the results with the perceptions of your managers using our soontobe available Are We Making Progress as Leaders? questionnaire. It will help you check your progress toward meeting your anizational goals and will improve munication among your employees and your leadership team. Even if you don’t expect to win the Baldrige Award, submitting an Award application has valuable benefits. Every applicant receives a detailed feedback report based on an independent, external assessment conducted by a panel of specially trained and recognized experts. The Criteria are in your hands . . . so is an incredible opportunity. Why not take the challenge? Regardless of