4.1 Measurement, Analysis & Improvement

Case Study


Note: This Case Study refers to specific OE21 surveys and tools (spreadsheets or docs). Please try the blue link(s) below to learn more about these surveys and tools:




4.1 Measurement, Analysis, and Improvement of Performance


Assumption: The (Elafino Sports Center) organization has implemented the OE21 4.1 Measurement, Analysis and Improvement process steps. The results are summarized as follows:

By implementing 4.1 Measurement, Analysis and Improvement, the OE21 Organization Excellence System is implemented and used by the Elafino Sports Center on a regular basis.

The OE21 Organization Excellence System consists of the following elements:


  • The OE21 Guidelines (27 total), each containing value statements, policy guidelines, continuous improvement tools, and implementation process steps. The OE21 Guidelines are licensed from the supplier (www.hpo21insitute.com) and published on the Elafino INTRANET with password administration and rights management.


  • The Results Excellence Dashboard used to display results of OE21 Guideline B.1 Organization Assessment. This spreadsheet workbook that contains these tabs:

    • Results Excellence Dashboard (1 tab)

    • 16 Question tabs (each with ten questions)

    • 4 Survey input tabs (imported from each of the four assessment surveys)

    • Results Excellence Dashboard (see below examples before & after assessment)

 4.1 Results Excellence Dashboard (before assessment)

 4.1 Results Excellence Dashboard (After Assessment)

  • Performance Measurement System (PMS) - used to create trend charts and action plans for all OE21 performance measures, targets, and related benchmarks of competitors or comparative organizations. Each of the four (4) PMS workbook spreadsheets contains multiple tabs with suggested measures and up to twenty (20) trend charts and action plans.


The Elafino Leadership Focus Team (LFT) uses the OE21 Organization Excellence System to conduct monthly performance reviews. The LFT invites the other Focus teams to present their trend charts and action plans in this sequence:


  1. Workforce Focus Team (WFT) presents its trend charts and action plans (performance measures) first.

  2. Operations Focus Team (OFT) presents its trends

  3. Customer Focus Team (CFT) presents its trends

  4. Leadership Focus Team (LFT) presents its trends

  5. Community Action Team (CAT) presents its trends


The Elafino Center's sequence is designed to keep all focus team members focused on results and fully aware of the following key "cause and effect" relationships:


(a) If the workforce is more satisfied, capable, and performs well, then the workforce usually does a better job in operations (design, production, delivery, support of products and services);


(b) If operations deliver better products and services, then customers commonly perceive a higher value, and this typically increases customer satisfaction and loyalty;


(c) Satisfied and loyal customers tend to buy more products/services, and this improves leadership results in the form of higher financial, market, and sales performance.


(d) Effective leadership creates a higher value of the organization for all stakeholders, including workforce, suppliers, partners, vital outside stakeholders or upper-level management/owners and the regional community. The Leadership Focus Team and the Governance Board (as appropriate) review the organization's' progress in the accomplishment of it's Strategic Objectives and Strategy Action Plans. 


(e) Satisfied community leaders and alliance partners tend to create more opportunity for the organization's growth, including higher financial, market and sales performance as well as significant contributions to essential community services or initiatives, including education, crime, health care, and economic initiatives.


Over time, the Elafino Focus teams continue to learn the following essential lessons from the monthly performance reviews:


  • Avoid criticism of low-performance areas; the carrot is better than the stick, and it is wise to emphasize that the measure should be moving toward the target value (not trending away)


  • Make sure that Action Plans are in place and in work to move low or average performing measures toward their targets.


  • If the measure has arrived at or exceeded the target value, then consider raising the target (raise the bar)


  • Note that targets might be lower than measures (as in the case of defects, where fewer defects are desired).


  • Before performance reviews, the people responsible for the collection and input of measures make sure that their data are valid, accurate, and ready for review.


  • Before performance reviews, the people responsible for Action Plans to make sure their action plans are realistic and ready to implement. They also learn to check with the people completing each step of the Action Plans to ensure they have their commitment.


The Elafino Sports Center now looks forward to its monthly performance reviews, and keep "raising the bar" higher as their measures pass their target values.




Open the Baldrige Excellence Framework document to Item 7.0 Results. Make a list of each significant results items, including:


7.1 Product and Process Results

7.2 Customer Results

7.3 Workforce Results

7.4 Leadership and Governance Results

7.5 Financial and Market Results


Next, associated each results item with the focus team responsible for that item.


The Elafino LFT (IT Manager) provides the OE21 login/password administration for the Elafino INTRANET and notifies all focus teams and managers of updates and changes.

The Elafino LFT (IT Manager) published Guideline 4.1 Measurement/Analysis/Improvement of Performance output results on the Elafino INTRANET, and notified all focus teams and managers of these updates.