LAUNCH YOUR JOURNEYWhether you’re ready to jump right in, or simply get your feet wet, TNCPE will partner with you on your excellence journey.

APPLY FOR A TNCPE AWARDOur evaluation and feedback process builds to an award program. While the true benefi t of TNCPE is the work you do to earn the award, recognizing and publicizing your achievements is important, too. We want everyone to know about Tennessee’s world-class companies and organizations.

TNCPE awards four levels of recognition: Interest, Commitment, Achievement, and our highest honor, the Excellence Award.

Tennessee organizations that plan to apply for the Baldrige National Quality Award must fi rst earn a TNCPE Excellence Award.

BECOME AN EXAMINERExaminers are leading professionals from across the state who collaborate to assess organizations that apply for a TNCPE Award. If you’re looking for a crash course in the Baldrige Excellence Framework, this is it. Serving as an examiner is a year-long volunteer commitment. It’s a great way to assimilate the framework and expand your professional network, all while making Tennessee a better place to live and work.

BECOME A MEMBERTNCPE relies on the support of individual and corporate members to fulfi ll its mission. In turn, members receive public recognition; discounts on programs, training, and conference fees; access to best practices; networking opportunities; and much more.

ATTEND OUR EDUCATIONAL EVENTSTNCPE hosts events that include low-cost workshops, best practice tours, and training in performance improvement techniques. This includes our premier event, the Excellence in Tennessee Conference and Awards Banquet each February. You may also contact us to schedule customized, on-site training, such as our Baldrige for Beginners Workshop.

A FRAMEWORK FORWORLD-CLASS PERFORMANCEORDER THE BALDRIGE

EXCELLENCE FRAMEWORKAs the foundation of the TNCPE program, the Baldrige Excellence Framework is your guide to performance excellence in the form of validated, leading-edge management strategies and practices. This is what you will useto measure and improve your organization.

The Baldrige framework comes in three versions: Business, Health Care, and Education. It also features TNCPE program information including event dates, award application deadlines, award requirements, and fees.

It’s 70+ spiral-bound pages of everything you need to succeed with TNCPE.

All editions of the Baldrige Excellence Framework can be ordered from the TNCPE website (www.TNCPE.org/framework) for $25 a book (plus shipping and handling). Bulk rates are also available. If you prefer, you may call the TNCPE offi ce to place an order: (800) 453-6474 or (615) 889-8323.

CONNECT WITH TNCPE

Examiners are leading professionals from across the state who collaborate to

GET STARTEDcontact@TNCPE.orgwww.TNCPE.org(615) 889-8323 (800) 453-6474 PERFORMANCE

versions: Business, Health Care, and Education. It also features TNCPE program information including event dates, award application deadlines, award requirements, and fees.

It’s 70+ spiral-bound pages of everything you need to succeed with TNCPE.

All editions of the Baldrige Excellence Framework can be ordered from the TNCPE website (www.TNCPE.org/framework) for $25 a book (plus shipping and handling). Bulk rates are also available. If you prefer, you may call the TNCPE offi ce to place an order: (800) 453-6474 or (615) 889-8323.

HOW DO YOU

NAVIGATE CHANGE?

TNCPE.org Linkedin Facebook Twitter

MAXIMIZE YOUR INVOLVEMENT!

Thousands of organizations have partnered with TNCPE over the years, but the ones that achieve the most success:

• Apply for a TNCPE Award • Train Examiners • Become a TNCPE Member

Following this three-pronged approach puts you in the TNCPE Sweet Spot. Integrating these three programs will have a profound impact on your journey.

If you would like to talk to an organization similar to yours that is active in TNCPE, we would love to help you make a connection.

Framework is your guide to performance

BALDRIGE EXCELLENCE

FRAMEWORKTM

A systems approach to improving

your organization’s performance

presented by

2015-2016HEALTH CARE

EDITION

It also features TNCPE program information including event

BALDRIGE EXCELLENCEFRAMEWORK TM

A systems approach to improvingyour organization’s performance

presented by

2015-2016BUSINESSEDITIONManufacturing | Service | Small Business | Nonprofit | Government

MEMBERS

APPLICANTS EXAMINERS

TNCPESWEET SPOT

HOW DO YOU NAVIGATE CHANGE?How does your organization stay focused? How does it excel? How do you thrive and compete in an environment where the only constant is change?

A FRAMEWORK FOR EXCELLENCEThe Tennessee Center for Performance Excellence provides a management framework that helps organizations adapt and excel in any environment. It’s called the Baldrige Excellence Framework, and it provides a holistic assessment of where your organization is, and where it should be.

WHAT IS TNCPE?TNCPE is an economic development nonprofi t whose mission is to drive organizational excellence in Tennessee. We partner with organizations across the state to help them accomplish their missions, improve results, and accelerate their performance excellence journey. We are a state-level counterpart of the national Baldrige Performance Excellence Program.

Using the Baldrige Excellence Framework, TNCPE fulfi lls its mission by providing in-depth, low-cost organizational assessments. Our value-added feedback has helped 1,300+ organizations align their people, processes, and results—while keeping the whole system in mind.

WE’RE ALSO AN AWARD PROGRAMOrganizations may apply for recognition as they participate in TNCPE’s evaluation and feedback process. We offer four levels of review, providing a stair-step approach to performance excellence.

The annual awards cycle culminates in a conference and banquet that honors award winners and celebrates excellence in Tennessee.

WHY WE DO ITWe believe educating, sharing winning strategies, and recognizing achievement strengthens Tennessee institutions. Strong, competitive organizations bring jobs and resources to our state, supporting everyone who calls Tennessee home.

Hospitals that have

received the 100 Top

Hospitals award have extensively adopted the

Baldrige model.

— Truven Health

Analytics (formerly

Thomson Reuters)

The Baldrige Excellence Framework is your guide to success. Visit www.TNCPE.org/framework to order.

strengthens Tennessee institutions. Strong, competitive organizations bring jobs and resources to our state, supporting everyone who calls Tennessee home.

The Baldrige Excellence Framework is your guide to success. Visit www.TNCPE.org/framework to order.

THE BALDRIGE EXCELLENCE FRAMEWORK:A SYSTEMS PERSPECTIVEThis diagram is a model of the Baldrige Excellence Framework. It incorporates all the critical components of an organization, representing how these pieces work as a system. As you learn to use the Baldrige framework, you will adapt this model to fi t the particular needs of your organization.

THE BALDRIGE EXCELLENCE FRAMEWORKTM

A Systems Perspective

BALDRIGE EXCELLENCEFRAMEWORK TM

A systems approach to improvingyour organization’s performance

presented by

2015-2016BUSINESSEDITION

Manufacturing | Service | Small Business | Nonprofit | Government

HOW THE FRAMEWORK WORKSThe Baldrige Excellence Framework poses a set of questions that enables leaders to examine every layer of their organization and devise strategies to improve and align their people, processes, and results. Award-winning organizations like Maury Regional Medical Center and Caterpillar Financial Services use the Baldrige framework for self-assessment and improvement. They learn to integrate the framework into their everyday systems — such as how they care for patients or build customer relationships.

With TNCPE’s help, you will learn to use the Baldrige Excellence Framework to improve communication, productivity, effectiveness, and achieve strategic goals.

WHAT DOES THE FRAMEWORK LOOK LIKE? Here’s a sample from Item 3.2 in the Customer Category

If you really use it, and really apply it, what you usually fi nd is that life gets simpler.

— David McClaskeyPresident at Pal’s

Business Excellence Institute

The City of Germantown’s involvement with TNCPE and Baldrige has signifi cantly improved the delivery of municipal services to the city’s residents.— Patrick J. Lawton, ICMA-CM

City AdministratorCity of Germantown

WHAT PEOPLE ARE SAYING

It provides Cat Financial with a comprehensive framework to improve operations and create shareholder value through all business cycles.

— Jim DuensingExecutive Vice President

& CFO at Caterpillar Financial Services Corporation

The whole premise of the framework is to provide a foundation, an infrastructure that will withstand whatever changes are onthe horizon.

—Tamera ParsonsVice President of Quality and Performance Improvement at

Mountain States Health Alliance

14

2015–2016 Criteria for Performance Excellence

PR

OC

ES

S

3.1b(2). Information you obtain on relative customer

satisfaction may include comparisons with competitors,

comparisons with other organizations that deliver similar

products in a noncompetitive marketplace, or comparisons

obtained through trade or other organizations. Information

obtained on relative customer satisfaction may also include

information on why customers choose your competitors

over you.

For additional guidance on this item, see the Category

and Item Commentary (www.TNCPE.org/framework).

3.2 Customer Engagement: How do you engage customers by serving their needs

and building relationships? (45 pts.)

In your response, include answers to the following questions:

a. Product Offerings and custoMer Support

(1) Product Offerings hoW do you determine product offerings? how do you

• determine customer and market needs and requirements for product offerings and services;

• identify and adapt product offerings to meet the requirements and exceed the expectations of your customer

groups and market segments; and

• identify and adapt product offerings to enter new markets, to attract new customers, and to create opportunities

to expand relationships with current customers, as appropriate?

(2) custoMer Support hoW do you enable custoMers to seek information and support? how do you enable

them to conduct business with you? What are your key means of customer support, including your key communi-

cation mechanisms? how do they vary for different customers, customer groups, or market segments? how do

you

• determine your customers’ key support requirements and

• deploy these requirements to all people and processes involved in customer support?

(3) custoMer Segmentation hoW do you determine your custoMer groups and market seGMents? how do you

• use information on customers, markets, and product offerings to identify current and anticipate future cus-

tomer groups and market segments;

• consider competitors’ customers and other potential customers and markets in this segmentation; and

• determine which customers, customer groups, and market segments to emphasize and pursue for business

growth?

b. custoMer Relationships

(1) Relationship Management hoW do you build and manage custoMer relationships? how do you market,

build, and manage relationships with customers to

• acquire customers and build market share;

• manage and enhance your brand image;

• retain customers, meet their requirements, and exceed their expectations in each stage of the customer life

cycle; and

• increase their engagement with you?

how do you leverage social media to manage and enhance your brand and to enhance customer engagement

and relationships with your organization, as appropriate?

(2) Complaint Management hoW do you manage custoMer complaints? how do you resolve complaints

promptly and effectively? how does your management of customer complaints enable you to recover your

customers’ confidence, enhance their satisfaction and engagement, and avoid similar complaints in the future?

Terms in small caps are defined in the Glossary of Key Terms (pages 47–54).

14 2015–2016 Criteria for Performance Excellence

PR

OC

ES

S3.1b(2). Information you obtain on relative customer satisfaction may include comparisons with competitors, comparisons with other organizations that deliver similar products in a noncompetitive marketplace, or comparisons obtained through trade or other organizations. Information obtained on relative customer satisfaction may also include

information on why customers choose your competitors over you.

For additional guidance on this item, see the Category and Item Commentary (www.TNCPE.org/framework).

3.2 Customer Engagement: How do you engage customers by serving their needs and building relationships? (45 pts.)

In your response, include answers to the following questions:

a. Product Offerings and custoMer Support

(1) Product Offerings hoW do you determine product offerings? how do you

• determine customer and market needs and requirements for product offerings and services;

• identify and adapt product offerings to meet the requirements and exceed the expectations of your customer groups and market segments; and

• identify and adapt product offerings to enter new markets, to attract new customers, and to create opportunities to expand relationships with current customers, as appropriate?

(2) custoMer Support hoW do you enable custoMers to seek information and support? how do you enable them to conduct business with you? What are your key means of customer support, including your key communi-cation mechanisms? how do they vary for different customers, customer groups, or market segments? how do you

• determine your customers’ key support requirements and

• deploy these requirements to all people and processes involved in customer support?

(3) custoMer Segmentation hoW do you determine your custoMer groups and market seGMents? how do you

• use information on customers, markets, and product offerings to identify current and anticipate future cus-tomer groups and market segments;

• consider competitors’ customers and other potential customers and markets in this segmentation; and

• determine which customers, customer groups, and market segments to emphasize and pursue for business growth?

b. custoMer Relationships

(1) Relationship Management hoW do you build and manage custoMer relationships? how do you market, build, and manage relationships with customers to

• acquire customers and build market share;

• manage and enhance your brand image;

• retain customers, meet their requirements, and exceed their expectations in each stage of the customer life cycle; and

• increase their engagement with you?

how do you leverage social media to manage and enhance your brand and to enhance customer engagement and relationships with your organization, as appropriate?

(2) Complaint Management hoW do you manage custoMer complaints? how do you resolve complaints promptly and effectively? how does your management of customer complaints enable you to recover your customers’ confidence, enhance their satisfaction and engagement, and avoid similar complaints in the future?

Terms in small caps are defined in the Glossary of Key Terms (pages 47–54).