【正文】 innovation is important for all aspects of your business and all processes. Organizations should be led and managed so that innovation bees part of the learning culture and is integrated into daily work. Innovation builds on the accumulated knowledge of your anization and its employees. Therefore, the ability to capitalize on this knowledge is critical to managing for innovation. Management by Fact Organizations depend on the measurement and analysis of performance. Such measurements should derive from business needs and strategy, and they should provide critical data and information about key processes, outputs, and results. Many types of data and information are needed for performance management. Performance measurement should include customer, product, and service performance。 (4) improving responsiveness and cycle time performance。 and (5) is driven by opportunities to effect significant, meaningful change. Sources for learning include employees’ ideas, research and development (Ramp。 or . For a general overview of the Baldrige National Quality Program, visit its Web site: . The Malcolm Baldrige National Quality Award The Award crystal, posed of two solid crystal prismatic forms, stands 14 inches tall. The crystal is held in a base of black anodized aluminum with the Award recipient’s name engraved on the base. A 22karat goldplated medallion is captured in the front section of the crystal. The medal bears the inscriptions ―Malcolm Baldrige National Quality Award‖ and ―The Quest for Excellence‖ on one side and the Presidential Seal on the other. The President of the United States traditionally presents the Awards at a special ceremony in Washington, DC. The Malcolm Baldrige National Quality Award logo and the phrases ―The Quest for Excellence‖ and ―Performance Excellence‖ are trademarks and service marks of the National Institute of Standards and Technology. CONTENTS 20xx Criteria: Core Values, Concepts, and Framework Key Characteristics of the Criteria Changes from the 20xx Criteria 20xx Criteria for Performance Excellence—Item Listing 20xx Criteria for Performance Excellence Preface: Organizational Profile 1 Leadership 2 Strategic Planning 3 Customer and Market Focus 4 Measurement, Analysis, and Knowledge Management 5 Human Resource Focus 6 Process Management 7 Business Results Glossary of Key Terms 20xx Criteria: Category and Item Descriptions Scoring System Scoring Guidelines 20xx Criteria Response Guidelines Applying for the Malcolm Baldrige National Quality Award Fees for the 20xx Award Cycle Summary of Business Eligibility Categories and Restrictions How to Order Copies of Baldrige Program Materials Index of Key Terms Education and health care anizations should use the appropriate Criteria booklets for their respective sectors. See pages 66–67 for ordering information. If you plan to apply for the Award in 20xx, you also will need the booklet Baldrige Award Application Forms. Ordering instructions are given on page 66. The first step in the Award application process is to provide the Eligibility Certification Package, which is due April 13, 20xx. If you would like to remend a senior member of your anization for the Board of Examiners, the package is due March 12, 20xx. Award Application Packages are due May 27, 20xx, or May 13, 20xx, if submitted on CD. We are easy to reach. Our Web site is . 20xx CRITERIA: CORE VALUES, CONCEPTS, AND FRAMEWORK Criteria Purposes The Criteria are the basis for anizational selfassessments, for making Awards, and for giving feedback to applicants. In addition, the Criteria have three important roles in strengthening . petitiveness: ? to help improve anizational performance practices, capabilities, and results ? to facilitate munication and sharing of best practices information among . anizations of all types ? to serve as a working tool for understanding and managing performance and for guiding anizational planning and opportunities for learning Criteria for Performance Excellence Goals The Criteria are designed to help anizations use an integrated approach to anizational performance management that results in ? delivery of everimproving value to customers, contributing to marketplace success ? improvement of overall anizational effectiveness and capabilities ? anizational and personal learning Core Values and Concepts The Criteria are built upon a set of interrelated Core Values and Concepts: ? visionary leadership ? customerdriven excellence ? anizational and personal learning ? valuing employees and partners ? agility ? focus on the future ? managing for innovation ? management by fact ? social responsibility ? focus on results and creating value ? systems perspective These values and concepts, described below, are embedded beliefs and behaviors found in highperforming anizations. They are the foundation for integrating key business requirements within a resultsoriented framework that creates a basis for action and feedback. Visionary Leadership Your anization’s senior leaders should set directions and create a customer focus, clear and visible values, and high expectations. The directions, values, and expectations should balance the needs of all your stakeholders. Your leaders should ensure the creation of strategies, systems, and methods for achieving excellence, stimulating innovation, and building knowledge and capabilities. The values and strategies should help guide all activities and decisions of your anization. Senior leaders should inspire and motivate your entire workforce and should encourage all employees to contribute, to develop and learn, to be innovative, and to be creative. Senior leaders should be responsible to your anization’s governance body for their actions and performan