Results with Baldrige in Manufacturing

Here’s how some manufacturers benefit from using the Baldrige framework.

(links are to organization profiles)

Honeywell Federal Manufacturing & Technologies

• Overall customer satisfaction reached or exceeded 95%.
• Customer product quality and reliability reached 99.9% for traditional customers and 99% for nontraditional customers.
• 72% of the workforce indicated a “positive environment,” compared with 58% for commercial best-in-class manufacturers.
• Use of the Six Sigma Plus Continuous Improvement Model resulted in cost savings from increased productivity and deployed innovations of $23.5 million–$27 million annually.
• Employee volunteer hours averaged roughly 15,000 per year from 2006 to 2009.
  
  

Cargill Corn Milling (CCM) (PDF)

• CCM saved more than $15 million from 2006 to 2008 by using ideas generated by employees.
• The error-free delivery rate was 99% or above from 2005 to 2008.
• The operational reliability effectiveness rate, a ratio of actual production to commercial demand, reached 95%—three points shy of the world-class benchmark set by the Society of Maintenance and Reliability Professionals.
• Per-bushel costs held steady from FY2006 to FY2008 even though energy costs increased 50–80%, chemical costs rose 30%, and maintenance costs increased 10%.
  
  

Sunny Fresh Foods (PDF)

• After receiving the Baldrige Award in 1999, revenues increased 93%.
• SFF’s market share increased while competitors’ market share decreased more than 10%.
• Sales per stakeholder (SFF’s term for employee) and profit per stakeholder increased 19% from 2001 to 2005.

The Bama Companies, Inc. (PDF)

• Bama’s sales increased 72% and total revenue grew from $123 million to $211 million from 1999 to 2004, while sales and revenue in the overall frozen baked goods industry remained relatively flat.
• Profit-sharing payments averaged about $3,000 per year for each employee from 2001 to 2004.
  
  

Medrad, Inc. (PDF)

• Medrad consistently achieved its balanced scorecard goals from 1998 to 2002, including an average annual revenue growth rate of 15%.
• Medrad reimbursed employees $487,000 for tuition in 2002 and budgeted $535,000 in tuition reimbursement for 2003.
  
  

Motorola Commercial, Government & Industrial Solutions Sector (CGISS)

• Employee productivity, measured as sales per employee, increased 32% from 1999 to 2002.
• Overall customer satisfaction and repurchase/recommend satisfaction levels exceeded 88% from 1999 to 2002.
• Return on assets was 7% from 1999 to 2002, when the average return was negative for the telecommunications industry.
• CGISS recycled 57% of its nonhazardous waste and reduced emissions 88% from 1996 to 2002.
  
  

Clarke American Checks, Inc.

• Market share increased 50% from 1996 to 2001.
• In 2001, Clarke American implemented more than 20,000 ideas from associates, resulting in a cost savings of about $10 million.
• Surveys of partner organizations consistently showed a 96% satisfaction rate from 1997 to 2001.
• Clarke American’s associates averaged 76 hours of training in 2001, more than the average for employees of the best-in-class companies tracked by the American Society for Training and Development.