John Timmerman - Business
Vice
President, Quality & Program Management, The
Ritz-Carlton Hotel Company, L.L.C.
Corporate
Baldrige Recipient (Service) 1999 & 1992
The Baldrige Criteria for Performance Excellence serves as a catalyst to transform organizations by challenging them to take a more holistic and balanced view of how they set direction to address their organizational challenges. The comprehensive design of the Baldrige Criteria helps prevent blind-spots across important planning processes and its non-prescriptive nature makes it robust to fit any organizational profile. Read More...
Baldrige Recipient (Service) 1999 & 1992
The Baldrige Criteria for Performance Excellence serves as a catalyst to transform organizations by challenging them to take a more holistic and balanced view of how they set direction to address their organizational challenges. The comprehensive design of the Baldrige Criteria helps prevent blind-spots across important planning processes and its non-prescriptive nature makes it robust to fit any organizational profile. Read More...
Joe Alexander - Education
Dean,
Monfort College of Business at the University of
Northern Colorado
Baldrige Recipient (Education) 2004
For almost two decades, U.S. organizations have looked to the Malcolm Baldrige National Quality Award criteria as a framework for driving performance excellence. While initially created for the purpose of improving domestic competitiveness here in the U.S., we are now witnessing the Baldrige criteria being adopted more on a global scale. At last count, organizations in more than 70 countries were at various stages of maturity in using Baldrige to enhance organizational performance and international competitiveness.
Read More...
Baldrige Recipient (Education) 2004
For almost two decades, U.S. organizations have looked to the Malcolm Baldrige National Quality Award criteria as a framework for driving performance excellence. While initially created for the purpose of improving domestic competitiveness here in the U.S., we are now witnessing the Baldrige criteria being adopted more on a global scale. At last count, organizations in more than 70 countries were at various stages of maturity in using Baldrige to enhance organizational performance and international competitiveness.
Read More...
John Heer - Healthcare
President
and CEO, North Mississippi Health Services
Baldrige Recipient (Healthcare) 2006
When I was first introduced to the Baldrige Criteria in 1996, I said to myself “this is exactly what we need”. It was clear that the Baldrige definition of quality was much more robust than healthcare’s traditional definition of quality. Unfortunately, it would be 3 years after that until I really began using the Baldrige Criteria to create a burning platform for organizational change, which I refer to as “getting better, faster.”
Read More...
Baldrige Recipient (Healthcare) 2006
When I was first introduced to the Baldrige Criteria in 1996, I said to myself “this is exactly what we need”. It was clear that the Baldrige definition of quality was much more robust than healthcare’s traditional definition of quality. Unfortunately, it would be 3 years after that until I really began using the Baldrige Criteria to create a burning platform for organizational change, which I refer to as “getting better, faster.”
Read More...
