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BAB 1

TINJAUAN PUSTAKA
1.1 Malcolm Baldrige National Quality Award (MBNQA)
Malcolm Baldrige adalah seorang Menteri Perdagangan di USA tahun
1981-1987. Baldrige sangat mendukung manajemen kualitas sebagai kunci dari
kemakmuran negara dan sebagai kekuatan jangka panjang. Istilah quality control
(pengendalian kualitas) baru ditemukan pada masa itu. Baldrige adalah salah
seorang yang membuat konsep awal quality control. Sebagai bentuk kehormatan,
Kongres menetapkan namanya sebagai nama penghargaan tahunan di bidang
quality improvement (peningkatan kualitas).
The Malcolm Baldrige National Quality Improvement Act, signed
into US law in August 1987, led to the creation of the Malcolm Baldrige
National Quality Award in 1988. The purpose of this competitive award
programme is to improve quality and productivity in the USA by
establishing guidelines and criteria that can be used by organisations to
evaluate their own quality improvement efforts. The Baldrige Award is
given by the US President to businesses (manufacturing as well as
service) and to education and healthcare organisations that apply and are
judged to be outstanding in seven areas: (1) leadership, (2) strategic
planning, (3) customer and market focus, (4) measurement, analysis and
knowledge management, (5) human resource focus, (6) process
management and (7) results (Foster, Tina, 2008).
The Baldrige Award is designed and managed by the National
Institute of Standards and Technology (NIST), a non-regulatory agency of
the Commerce Departments Technology Administration. NIST develops
and promotes measurements, standards and technology to enhance
productivity, facilitate trade and improve the quality of life. NIST was
selected by the US Congress to design and manage the award programme
because of its role in helping American organisations compete, its worldrenowned expertise in quality control and assurance, and its reputation as
an impartial third party. The American Society for Quality assists NIST
with the application review process, preparation of award documents,
publicity and information transfer.4 Awards were made to business
applicants beginning in 1989
Baldrige Award diberikan oleh Presiden USA kepada organisasi bisnis
(manufaktur dan jasa, besar maupun kecil), pendidikan serta kesehatan, yang
mengajukan diri serta dinilai sangat baik (outstanding) pada tujuh kriteria
penilaian, yaitu : leadership; strategic planning; customer and market focus;
measurement, analysis and knowledge management; human resource focus;

process management; and results. Kongres meluncurkan program penghargaan ini


pada tahun 1987 untuk memberikan pengakuan dan penghargaan kepada
organisasi bisnis di USA dalam hal pencapaiannya pada kualitas dan performansi
serta untuk meningkatkan kesadaran tentang pentingnya kualitas dan performansi
yang baik sebagai competitive edge. Departemen Perdagangan National Institute
of Standards and Technology (NIST) merupakan organisasi yang setiap tahunnya
memfasilitasi penyelenggaraan Malcolm Baldrige National Quality Awards.
1.2 Malcolm Baldrige Criteria for Performance Excellence (MBCfPE)
Malcolm Baldrige Criteria for Performance Excellence (MBCfPE)
merupakan salah satu metode peningkatan kinerja organisasi secara keseluruhan
dan terus-menerus dengan menggunakan pengukuran dan memberikan feedback
mengenai kinerja organisasi secara keseluruhan dalam penyediaan produk dan
jasa yang berkualitas (Gasperzs 2011:23).
Malcolm Baldrige Criteria for Performance Excellence (MBCfPE)
memiliki tujuh kategori kriteria penilaian dengan total skor yang bisa dicapai
adalah 1000 poin. Tujuh kategori kriteria penilaian meliputi: leadership; strategic
planning; customer and market focus; measurement, analysis and knowledge
management; human resource focus; process management; and results.
Tujuh kriteria yang terdapat dalam MBCfPE merupakan serangkaian
proses yang harus diikuti secara berurutan untuk mencapai hasil yang diharapkan.
Setiap komponen dalam sistem ini memiliki input, proses, output dan hasil serta
disempurnakan dengan umpan balik. Selain sebagai sistem, Kriteria Baldrige juga
memfasilitasi munculnya jalur yang bisa diikuti oleh perusahaan menuju
organisasi yang unggul dan efektif.
Dalam MBCfPE kriteria 1 sampai 6 memiliki fokus pada sebuah proses
dan sistem yang dimiliki perusahaan. Kriteria 7 (Result) mempertanyakan kinerja
keuangan, pelanggan dan kepuasan karyawan yang merupakan komponen hasil
yang menentukan bagaimana organisasi menjalankan prosesnya. Proses akan di
ukur dan di evaluasi dengan pertanyaan yang bernuansa ADLI (Approach,
Deployment, Learning, Integration), sedangkan Hasil atau Result akan diukur
dengan dimensi LeTCI (Level, Trend, Comparison, Integration).

Seluruh kriteria tersebut di analisa dengan bentuk pertanyaan-pertanyaan


untuk masing-masing kategori sebagai berikut: Kepemimpinan (120 points),
Perencanaan Strategis (85 points), Fokus Terhadap Pasien Yang Dilayani (85
points), Pengukuran, Analisa Dan Pengetahuan Manajemen (90 points), Fokus
Terhadap Sumber Daya Manusia (85 points), Manajemen Proses (85 points), Hasil
Yang Diperoleh (450 points).
Leadership

(Kepemimpinan)

dianggap

sangat

diperlukan

dalam

pencapaian kualitas dan performansi organisasi, dapat dilihat dari skor yang
diberikan paling tinggi (120 poin) jika dibandingkan dengan kriteria lainnya.
Kepemimpinan merupakan kekuatan pendorong bagi sistem dalam organisasi
yang menciptakan hasil. Dalam MBCfPE masing-masing kriteria saling terkait
dan kepemimpinan berperan sebagai driver.
Penilaian kinerja dengan metode ini berbasis pada perbaikan kinerja yang
berkelanjutan, ditunjukkan dengan jenjang predikat dan skor kinerja pada Tabel
1.1 sebagai berikut:
Jenjang predikat
EarlyDevelopment
Early Result
EarlyImprovement
Good Peformance
EmergingIndustry
Leader
Industry Leader
BenchamarkLeader
World Leader

Skor

Level

0 275
276 375
376 475
476 575
576 675

Poor

676 775
776 875
876 1000

Average

Exellent

Table 1.1 Jenjang predikat dan nilai skor kinerja Malcolm Baldrige

1.3 Malcolm Baldrige Specific for Healthcare


The Baldrige Criteria for Performance Excellence are a framework that
any organization can use to improve overall performance. Criteria for healthcare
and education were available beginning in 1999 and the first healthcare award was
made in 2002 (Foster, Tina, 2008).
The Baldrige Criteria for Performance Excellence have proven in
healthcare as well as other industries to be an effective roadmap through complex
and challenging conditions.
Adapun kerangka kerja Malcolm Baldrige Healthcare Criteria yang
diilustrasikan oleh gambar 1.1 di bawah ini:

Gambar 1.1 Inter-relatedness of the Baldrige criteria for healthcare organisations.


Preface : The Organizational Profile is a snapshot of the organization:
a. Organizatonal environment: service offering, vision and mission,
workplace profile, assets, regulatory requirements.
b. Organizational Relationship: organizational structure, costumers and
stakeholder, suppliers and partners.

1. Leadership
The Leadership category examines how your organizations senior leaders
personal actions guide and sustain your organization. Also examined are your
organizations governance system and how your organization fullls its legal,
ethical, and societal responsibilities and supports its key communities.
a. Senior Leadership
The Leadership category examines how senior leaders actions guide and
sustain the organization. Describe how senior leaders communicate and
encourage high performance.
Dalam kriteria ini, ada dua poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Vision, Values, and Mission (Vision and Values; Promoting Legal and
Ethical Behavior; Creating a Sustainable Organization)
2) Communication and Organizational Performance (Communication;
Focus on Action)
b. Governance and Societal Responsibilities
Describe your organizations Governance system and Approach to
leadership improvement. Describe How your organization ensures legal
and ethical behavior, fulfills its societal responsibilities, supports its key
communities, and contributes to community health.
Dalam kriteria ini, ada tiga poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Organizational

Governance

(Governance

System;

Performance

Evaluation)
2) Legal and Ethical Behavior (Legal Behavior; Regulatory Behavior;
and Accreditation; Ethical Behavior)
3) Societal Responsibilities and Support of Key Communities (Societal
Well-Being; Community Support)
2. The Strategic Planning category examines how your organization develops
strategic objectives and action plans. Also examined are how your chosen
strategic objectives and action plans are implemented and changed if
circumstances require, and how progress is measured.

a. Strategy development
Describe how your organization establishes its strategy to address its
strategic challenges and leverage its strategic advantages. Summarize your
organizations key strategic objectives and their related goals.
Dalam kriteria ini, ada dua poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Strategy Development Process (Strategic Planning Process; Strategy
Considerations)
2) Strategic Objective (Key Strategic Objective; Strategic Objective
Considerations)
b. Strategy implementation
Describe how your organization converts its strategic objectives into
action plans. summarize your organizations action plans, how they are
deployed, and key action plan performance measures or indicators. project
your organizations future performance relative to key comparisons on
these performance measures or indicators.
Dalam kriteria ini, ada dua poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Action

Plan

Development

and

Deployment

(Action

Plan

Development; Action Plan Implementation; Resources Allocation,


Workforce Plans; Performance Measures; Action Plan Modification)
2) Performance Projections
3. The Customer Focus category examines how your organization engages its
patients and stakeholders for long-term marketplace success. This engagement
strategy includes how your organization listens to the voice of its customers
(your patients and stakeholders) builds customer relationships, and uses
customer information to improve and identify opportunities for innovation.
a. Voice of the Customer: Describe how your organization listens to your
patients and stakeholders and gains satisfaction and dissatisfaction
information.
Dalam kriteria ini, ada dua poin utama yang dijadikan acuan dalam proses
scoring yaitu :

1) Patient

and

Stakeholder

Listening

(PatientAndStakeholder

Listening; Listening To Potential Patients And Stakeholders)


2) Determinationof

Patient

and

Stakeholder

Satisfaction

and

Engagement (Satisfaction And Engagement; Satisfaction Relative To


Competitors; Disastifaction)
b. Customer engagement: describe how your organization determines health
care service offerings and patient and stakeholder communication
mechanisms to support patients and stakeholders. describe how your
organization builds patient and stakeholder relationships.
Dalam kriteria ini, ada dua poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Health Care Service Offerings and Patient and Stakeholder Support
(Health Care Service Offering; Patient and Stakeholder Support;
Patient and Stakeholder Segmentation; Patient and Stakeholder Data
Use)
2) Building

Patient

and

Stakeholder

Relationship

(Relationship

Management; Complain Management)


4. The measurement, analysis, and knowledge management category examines
how your organization selects, gathers, analyzes, manages, and improves its
data, information, and knowledge assets and how it manages its information
technology. The category also examines how your organization uses review
findings to improve its performance.
a. Measurement, Analysis, and Improvement of Organizational Performance:
describe how your organization measures, analyzes, reviews, and improves
its performance through the use of data and information at all levels and
in all parts of your organization.
Dalam kriteria ini, ada tiga poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Performance Measurement (Performance measurement; Comparative
Data; Patient and Stakeholder data; Measurement Agility)
2) Performance Analysis and Review

3) Performance

Improvement

(Best-Practice

Sharing;

Future

Performance)
b. Management of Information, Knowledge, and Information Technology:
describe how your organization builds and manages its knowledge assets.
Describe how your organization ensures the quality and availability of
needed data, information, software, and hardware for your workforce,
suppliers, partners, collaborators, and patients and stakeholders.
Dalam kriteria ini, ada dua poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Data, Information, and Knowledge Management (Properties; Data and
Information Availability; Knowledge Management)
2) Management of Information Resources and Technology (Hardware and
Software Properties; Emergency Availability)
5. The workforce focus category examines your ability to assess workforce
capability and capacity needs and build a workforce environment conducive to
high performance. The category also examines how your organization
engages, manages, and develops your workforce to utilize its full potential in
alignment with your organizations overall mission, strategy, and action plans.
a. Workforce environment: describe how your organization manages
workforce capability and capacity to accomplish the work of the
organization. describe how your organization maintains a safe, secure, and
supportive work climate.
Dalam kriteria ini, ada dua poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Workforce Capability and Capacity (Capability and Capacity; New
Workforce Members; Work Accomplishment; Workforce Change
Management)
2) Workforce Climate (Workplace Environment; Workforce Policies and
Benefits)
b. Workforce Engagement: describe how your organization engages,
compensates, and rewards your workforce to achieve high performance.
describe how you assess workforce engagement and use the results to

achieve higher performance. describe how members of your workforce,


including leaders, are developed to achieve high performance.
Dalam kriteria ini, ada tiga poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Workforce Performance (Elements of Engagement; Organizational
Culture; Performance management)
2) Assessment of workforce Engagement (Assessment of Engagement;
Correlation with Organizational Result)
3) Workforce and Leader Development (Learning and Development
System;

Learning

and

Development

Effectiveness;

Career

Progression)
6. The operations focus category examines how your organization designs,
manages, and improves its work systems and work processes to deliver patient
and stakeholder value and achieve organizational success and sustainability.
also examined is your readiness for emergencies.
a. Work system: describe how your organization designs, manages, and
improves its work systems to deliver patient and stakeholder value,
prepare for potential emergencies, and achieve organizational success and
sustainability.
Dalam kriteria ini, ada tiga poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Work system Design (Design Concepts; Work System Requirements)
2) Work System Management (Work

System

Implementation; Cost

Control)
3) Emergency Readiness
b. Work processes: describe how your organization designs, manages, and
improves its key work processes to deliver patient and stakeholder value
and achieve organizational success and sustainability.
Dalam kriteria ini, ada dua poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Work Process Design (Design Concepts; Work Process Requirements)

2) Work Process Manangement (Key Work Process Implementation;


Patient Expectations and preferences; Supply Chain Management,
Process Improvement)
7. The results category examines your organizations performance and
improvement in all key areashealth care and process outcomes, customerfocused outcomes, workforce focused outcomes, leadership and governance
outcomes, and financial and market outcomes. Performance levels are
examined relative to those of competitors and other organizations with similar
health care service offerings.
a. Health Care and Process Outcomes: Summarize your organizations key
health care results and its key performance and process effectiveness and
efficiency results. Include processes

that directly serve patients

and

stakeholders, strategy, and operations. segment your results by health care


service offerings, by patient and stakeholder groups and market segments,
and by process types and locations, as appropriate. include and indicate
your results for key measures that are publicly reported and/or mandated
by regulatory, accreditor, or payor requirements. Include appropriate
comparative data.
Dalam kriteria ini, ada tiga poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Patient Focused Health Care Result
2) Operational Process Effectiveness Result (Operational Effectiveness;
Emergency Preparedness)
3) Strategy Implementation Result
b. Customer-Focused Outcomes: Summarize your organizations key patientand stakeholder-focused results for patient and stakeholder satisfaction,
dissatisfaction, and engagement. Segment your results by health care
service offerings, patient and stakeholder groups, and market segments, as
appropriate. include appropriate comparative data.
Dalam kriteria ini, ada satu poin utama yang dijadikan acuan dalam proses
scoring yaitu :

1) Customer Focused Results (Patient and Stakeholder Satisfaction;


Patient and Stakeholder Engagement)
c. Workforce-Focused Outcomes: Summarize your organizations key
workforce-focused results for your workforce environment and for
workforce engagement. Segment your results to address the diversity of
your workforce and to address your workforce groups and segments, as
appropriate. Include appropriate comparative data.
Dalam kriteria ini, ada satu poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Workforce Results (Workforce Capability and capacity; Workforce
Climate; Workforce Engagement; Workforce Development)
d. Leadership and Governance Outcomes: Summarize your organizations
key senior leadership and governance results, including those for fiscal
accountability, legal compliance, ethical behavior, societal responsibility,
and support of key communities and community health. segment your
results by organizational units, as appropriate. include appropriate
comparative data.
Dalam kriteria ini, ada satu poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Leadership,

Governance,

and

Societal

Responsibility

Results

(Leadership; Governance; law, regulation, and Accreditation; Ethics;


Society)
e. Financial and Market Outcomes: Summarize your organizations key
financial and marketplace performance results by market segments or
patient and stakeholder groups, as appropriate. Include appropriate
comparative data:
Dalam kriteria ini, ada satu poin utama yang dijadikan acuan dalam proses
scoring yaitu :
1) Financial and market Results (Financial Performance; marketplace
Performance)

Table 1.1 Malcolm Balridge Performance Exellence Criteria and Spesific Items for Healthcare

Continuation of previous table..

Table 1.1 Malcolm Balridge Performance Exellence Criteria and Spesific Items for Healthcare

1.4 Core Values and Concept


The Baldrige Criteria are built on the following set of inter-related core
values and concepts:
1. Visionary leadership
2. Customer-driven excellence
3. Organizational and personal learning
4. Valuing workforce members and partners
5. Agility
6. Focus on the future
7. Managing for innovation
8. Management by fact
9. Societal responsibility
10. Focus on results and creating value
11. Systems perspective

1.5 The Role of Core Values and Concept


These values and concepts are the foundation for integrating key
performance and operational requirements within a results-oriented framework
that creates a basis for action and feedback.

Gambar 1.2 The Role of Core Values and Concept

1.6 Keunggulan Penggunaan Malcolm Baldrige Criteria for Performance


Excellence ( MBCfPE)
1. Used worldwide, model MBCfPE telah banyak diterapkan di perusahaanperusahaan kelas dunia di lima benua.
2. Adaptable, kriteria penilaian kinerja yang dipergunakan dalam MBCfPE selalu
di up date sesuai dengan perkembangan zaman.
3. Focus on common requirement, penilaian yang dilakukan oleh model
MBCfPE fokus pada hal-hal umum tentang persyaratan pengelolaan
perusahaan, sehingga dapat digunakan untuk semua perusahaan dengan
berbagai macam bidang usaha.

4. Merupakan proven management model, telah terbukti manfaatnya, dimana


perusahaan-perusahaan yang telah menerapkan model MBCfPE mampu
menjadi perusahaan kelas dunia dengan kinerja unggul.
5. MBCfPE merupakan konsep yang terpadu, meliputi 7 (tujuh) kriteria utama
dalam mengelola

perusahaan

yang

saling

terkait.

Model MBCfPE

mengevaluasi pengelolaan suatu perusahaan apakah perusahaan tersebut telah


dikelola berdasarkan prinsip-prinsip pengelolaan perusahaan unggul.
6. Model MBCfPE merupakan system manajemen yang bersifat komprehensif,
mencakup seluruh komponen utama dalam pengelolaan perusahaan yang
efektif dan berkinerja unggul.
7. Referensi tentang model MBCfPE mudah didapat melalui media internet.
8. Model MBCfPE memberikan umpan balik berupa peluang untuk perbaikan
dan peningckatan kinerja. Dalam feedback report (hasil assessment yang
dilakukan examiner/assessor) disampaikan beberapa kelamahan (opportunity
for improvement) yang harus diperbaiki dalam rangka mencapai kinerja
unggul.
9. Melalui application document dan feedback report, model MBCfPE dapat
memberikan

gambaran

perusahaan

secara

keseluruhan,

baik

untuk

kepentingan sendiri maupun pihak luar.


10. Model MBCfPE dapat berfungsi sebagai alat rontgen bagi perusahaan yang
menerapkannya. Application document dan feedback report merupakan potret
diri

perusahaan,

sehingga

dapat

diketahui

dimana

kelemahan

dan

kekurangannya.
11. Model MBCfPE menggunakan pendekatan yang terstruktur dan memiliki
standard international.

DAFTAR PUSTAKA
BTF, 2009. Apa itu Malcolm baldrige?, diakses tanggal 28 Oktober 2015. <
http://mysweetblog77.blogspot.co.id/2009/01/apa-itu-malcolm-baldrige.
html >
The Malcolm Baldrige Criteria for Performance Excellenc, 2010, diakses tanggal
09
Oktober
2015,
<
http://www.asq104.org/app/download/557659904/The+Malcolm+Baldrige
+Criteria+for+Performance+Excellence+200910.pdf >
Health Care Criteria for Performance Excellence 2011-2012, diakses tanggal 09
Oktober
2015,
http://www.szscjg.gov.cn/xxgk/qt/ztlm/szzl/zxpt/201409/P0201409295730
74875880.pdf
Foster, C, Tina, kk, 2008 Using A Malcolm Balridge Framework To Understand
High-Performing Clinical Microsystem, diakses tanggal 09 Oktober 2015,
<http://plus.rjl.se/info_files/infosida35432/foster_johnson_nelson_batalde
n.pdf>

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