On their way to build a world-class organization, PLN implement the Baldrige Criteria. Here are my presentation on the Baldrige Awareness Program @ PLN Unit Pembangkitan Jawa Bali.

1. Malcolm Baldrige
Awar eness Pr og r am 2 0 1 4

2. Leadership is not solely about
producing result.
Its not measured only in
numbers.
Anonymous

3. Kenken Kabare
Priben kabare Yok opo kabare rek
Piye kabare
Gimane kabarnye
Napa habar
Narai kabar
Pohaba
Ba a kabarnyo
Apa kareba
Au haba
Kumaha kabarna
Hadia duria
Kyapa habar pian
Adaho niamu
Apa Kabar?

4. The
Speaker
@galih_baskoro
West Java Province, Indonesia
After graduated from Diponegoro University in 2008,
@galih_baskoro joined PT PLN (Persero) and worked for
Adipala CFSPP Project as a Project Management Group
Staff. Currently, he works as an Assistant Engineer of
Procurement Control, and a Gajah Mada University
Postgraduate student.
Have interest in Strategic Planning, Risk Mgt., Supply
Chain Mgt., and Asset Mgt.

5. 1
2
3
4
The Essence of OCD
Define Organization Change and Development
Hystory of Baldrige Criteria
Who invent Baldrige Criteria & the driven factors
The Baldrige Criteria
What it is and why we use it
What is our HomeWork?
How do we participate in this program

6. The Essence of OCD
Organization Change & Development

8. Competition
People
Information
Processing &
Communication
The most powerful
pressure for
change are: Technology

9. Ideally, the organization will not only respond to
change, but anticipate it, plan for it, and incorporate it into
its org strategy
Continuous change process model whereby the org’s usual
decision-making process handles the change to the new
focus
May use a change agent who facilitates and manages the
change process
Transition mgt is the process of ensuring business
continues while change occurs
Managing Change

10. Organization Development
The process of planned change
through the knowledge of the behavioural sciences
not on financial or
technology considerations

11. Take a Holistic View - Get the big picture
Secure Top Mgt Support
Encourage Participation - Helps reduce the resistance and gets
better solutions
Foster Open Communication - Will avoid info and control problems
during transition
Reward Contributors - Reduce problems by motivating workers to
want to change
6 step approach
For sucessful Organizational Development:
Consider Int’l Issues - Change is accepted differently in various
cultures

12. The Hystory of Baldrige Criteria
Who invent it and what is the driven factors?

13. Who was
Malcolm baldrige ?
Malcom Baldrige is a Secretary of Commerce from
1981 until his death in a rodeo accident in July 1987.
Baldrige was a proponent of quality management as
a key to this to this country’s prosperity and long-
term strength. He took a personal interest in the
quality improvement act that was eventualy named
afetr him and helped draft one of the early versions.
In recognition of his contributions, Congress named
the award in his honor.

14. Why was
the award established?
In the early and mid- 1980s, many
industry & government leaders saw
that a renewed emphasis on quality
was no longer an option for American
companies but a necessity for doing
in an ever expanding, and more
demanding, competitive world
market.

15. But many American businesses either
did not believe quality mattered for them, or
did not know where to begin

16. achieve
world-
class
quality
Baldrige award was envisoned as a standard of
excellence that would help US organizations

17. Leadership
Strategic planning
Customer and market focus
Measurement, Analysis, & Knowledge Management
Workforce focus
The baldrige award is given by the President of the US to business -
manufacturing and service, small and large– and to education and
health care organizations that apply
and are judge in this areas:
Process management/ Operation Focus
Business result

18. Who ever won the award
Motorola Inc (2002)
The Ritz-Carlton Hotel Co. (1999)
3M Dental Products Division (1997)
AT&T Consumer Communications Services (1994)
Cadillac Motor Car Division (1990)
Federal Express Corp (1990)
c

19. Studied by NIST, Universities, & US General Accounting Office

21. The Malcolm Baldrige National Quality Award framework
also known as
Baldrige framework
The Baldrige Criteria
The Criteria for Performance Excellence

22. Baldrige Criteria
is an integrated management framework that consider
an organization’s entire system, including its :
1. Leadership,
2. Strategic Planning
3. Customer Focus,
4. Measurement, Analysis, & Knowledge Management,
5. Workforce focus,
6. Operation Focus,
7. Results

23. The criteria are a set of questions
about critical aspects of managing
and performing as an organization
These questions work together as a unique,
integrated performance management
framework.

24. 1
delivering ever improving
value to customers
2
improving overall
organizational performance
The baldrige criteria are designed to help
organizations enhance their competitiveness by
focusing on two goals:

25. Operational Effectiveness
innovation management, intelligent risk, and strategic priorities
Work System and Core Competencies
The 2013-2014 Criteria
feature a renewed focus on :
Social Media

26. Leadership
Examines how senior executives guide the organization and how the
organization addresses its respondsibilities to the public and practices
good citizenship

27. Strategic Planning
Examines how the organization sets strategic directions and how it
determines key action plans.

28. Customer Focus
Examines how the organization determines requirements and
expectations of customers and markets.

29. Measurement, Analysis, &
Knowledge Management
Examines the management, effective use, and analysis of data
and information to support key organization processes and the
organization’s performance management system.

30. 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.

31. Operation Focus
Examines aspects of how key production/ delivery and
support processes are designed, managed, and
improved

32. Businss Results
Examines the organization’s
performance and improvement in
its key business areas: product and
process results, customer-focused
results, workforce-focused results,
leadership and governance results,
financial and market results.
Also examines how the organization performs
relative to competitor.

33. What is our homework?
How do we participate in this program?

34. ….i am about to aks youthesamequestion

35. Presented by: Galih H. Baskoro