Surviving with Less than 1 Percent Attention

bob_baldwin
Robert C. Baldwin, CMRP, Editor
After editing and formatting an item about the Baldrige National Quality Program, I downloaded "Criteria for Performance Excellence," the program's information manual, to study it in more detail.

The 63-page document contains some valuable information for making a self-assessment of organizational effectiveness. The criteria are designed to help organizations focus on performance management that results in

  • Delivery of ever-improving value to customers
  • Improvement of overall organizational effectiveness and capabilities
  • Organizational and personal learning.

The criteria are built on a set of interrelated core values and concepts that make up beliefs and behaviors found in high-performing organizations. Outlined topics include visionary leadership, customer-driven excellence, organizational and personal learning, valuing employees and partners, agility, focus on the future, managing for innovation, management by fact, public responsibility and citizenship, focus on results and creating value, and systems perspective.

The core values and concepts are embodied in seven categories that form the structure of the program:

  • Leadership
  • Strategic planning
  • Customer and market focus
  • Information and analysis
  • Human resource focus
  • Process management
  • Business results

They are concepts that can be scaled to department level. But in the larger scope of the business enterprise, for which the Baldrige Quality Program is designed, reliability and maintenance seems to fall into Item 6.3 Support Processes, key process that support daily operations in delivering products and services.

So far, so good. Then I turned the page and read the point values for the various categories and items. Support Processes counts for only 15 points out of a total of 1000, just 1.5 percent. And, asset management shares those 15 points with finance and accounting, legal, and human resources. That puts us way below 1 percent.

If we assume that company leadership focuses on the most important issues, those categories with the most points, it is no wonder maintenance and reliability professionals have a hard time getting their attention. What category gets the most attention? Business results, with 450 points.

Obviously, using this scorecard, it is virtually impossible for a group to get any attention from top management without building a case for its contribution to business results. Will your case stand top management scrutiny? MT

rcb

Newsletter Sign Up



Your First Name:

Your Last Name:

Your E-Mail Address:

Would you like our Newsletter?:

Enter verification image value
  

Congratulations to Our Recent Survey Winner

Paul Kimble, a Vibration Analyst for General Motors, was chosen at random to win a $100 gift card for completing our recent online MT Buying Cycle Survey. You could win, too! Watch your e-mail for our next survey request.

Featured Supplier: Brady

bradyBrady Worldwide Inc. is an international manufacturer and marketer of complete solutions that identify and protect premises, products and people. Our products include high-performance labels and signs, safety devices, printing systems and software, and precision die-cut materials. Along with being a global leader in industrial and safety printing systems and solutions, we have been the company you trust when performance matters most since 1914. We serve customers in electronics, telecommunications, manufacturing, electrical, construction, education, medical and a variety of other industries.

Click here for more.

Featured White Paper: Spraying Systems Co.

SSCo Logo Color w tag

Clean Tanks Faster and Lower Operating Costs

Understanding all the tank cleaning equipment options is difficult because not all tank cleaning nozzles are created equal. Let Spraying Systems Co. show you how to reduce cleaning time, minimize liquid consumption and improve cleaning effectiveness. 

Click here to download the White Paper.