As realizações e atividades desenvolvidas pelo homem em qualquer segmento produtivo são geradas pela percepção de suas necessidades, pelo acompanhamento da evolução tecnológica e pela adequação aos cenários e aos comportamentos da sociedade, seguindo uma abordagem global. Questões relacionadas aos programas de melhoria da qualidade na indústria do software, hoje caracterizadas como competências qualificadoras para a competitividade, tornar-se-ão um conjunto de exigências básicas para a sobrevivência de longo prazo no mercado internacional. Esta realidade faz parte das empresas do mundo todo, principalmente da empresa brasileira, dada a meta de desenvolvimento e melhoria da qualidade de vida estabelecida para a sociedade. Neste contexto, o mercado em que atuam as empresas de pequeno porte é extremamente competitivo. Em se tratando de melhoria de desenvolvimento de software, o CMM (Capability Maturity Model), desenvolvido pelo Instituto de Engenharia de Software, da Universidade de Carnegie Mellon, por solicitação do Departamento de Defesa Norte Americano, tem como objetivos: avaliar o nível de maturidade das empresas desenvolvedoras de software e propor melhorias para seus processos. Este modelo apresenta cinco níveis crescentes de maturidade: inicial, repetível, definido, gerenciado e em otimização. O objetivo desta dissertação é apresentar uma contribuição às empresas desenvolvedoras de software, em especial às de pequeno porte, que desejam aumentar a qualidade de sues processos de desenvolvimento, utilizando um modelo o qual fora desenvolvido originalmente para grandes empresas e projetos. A investigação exploratória sobre a qualidade nos processos de desenvolvimento de software será enriquecida através de uma aplicação, a qual será realizada em uma empresa desenvolvedora de soluções de software localizada no município de São Carlos, interior de São Paulo. / As technology developments becomes more integrated with everyday business activities, the search for quality has become more important than ever in today\'s organizations. For Brazilian companies that develop software, the quality of the final product is directly related to the quality of its development process. Related to the software quality, the CMM (Capabllity Maturity Model) developed by the Software Engineering Institute of Carnegie Mellon University, is a mo dei that assist companies in the evaluation of its current software development process and enables improvements for this process. This model presents five growing levels of maturity: initial, repeatable, defined, managed and in optimizing. The main goal of this work is to extend through an investigation the state of art of software quality engineering, and to apply the principies and practices of the Second Level of the CMM in a small Brazilian company.

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2015-10-27T15:35:52Z No. of bitstreams: 1 Elisane dos Santos Reis_.pdf: 1670624 bytes, checksum: 013ea294432622677bf62ce5cee8d6f4 (MD5) / Made available in DSpace on 2015-10-27T15:35:52Z (GMT). No. of bitstreams: 1 Elisane dos Santos Reis_.pdf: 1670624 bytes, checksum: 013ea294432622677bf62ce5cee8d6f4 (MD5) Previous issue date: 2015-05-29 / Nenhuma / Através de uma pesquisa-ação, desenvolveu-se um estudo em uma empresa pública brasileira que atua como mandatária de operações de repasse de recursos do Orçamento Geral da União para obras públicas. A intenção foi estudar a aplicação de conceitos e ferramentas da Gestão de Processos, em particular, a identificação de perdas no processo produtivo e de indicadores de ganho de produtividade, como forma da empresa obter ganhos de eficiência, a partir da adaptação do processo às demandas dos clientes. A pesquisa se desenvolveu à luz do paradigma que se estabeleceu, baseado na melhoria contínua e na geração de valor para o cliente. O desenvolvimento da pesquisa ocorreu em um processo específico de uma Unidade desta empresa, o qual foi mapeado proporcionando uma visão processual ponta a ponta. A partir do seu mapeamento, foram identificadas perdas e elaborados Estudos-Pilotos. Ao se realizar as ações planejadas para promover a eliminação das perdas, pode-se aferir resultados que demonstraram melhorias na eficiência operacional do processo em estudo. / Through action research, develops a study in a Brazilian Public Company that acts as agent for transfer operations resources of The Union General Budget for public works. The intention was to study the application of concepts and process management tools, in particular the identification of wastes in the production process and productivity gains indicators as a means of business efficiency gains from the adaptation process to the demands customers. The research was developed in light of the paradigm that was established, based on continuous improvement and value creation for the customer. The development of the research took place in a specific case of a unit of the company, which has been mapped providing an end to end process view. From your mapping, wastes created were identified and studies-pilots were elaborated. When performing the actions designed to promote the elimination of wastes, one can assess the results demonstrate that improvements in operational efficiency of the process under study.

A solução de problemas é parte fundamental da manutenção da qualidade e da melhoria contínua. Ao longo dos anos diversos métodos foram desenvolvidos para solucionar problemas, todavia nem todos os métodos são aplicáveis em todos os problemas ou adequados para todos os setores. Caracterizado pelo ambiente em constante mudança, o setor hospitalar possui problemas complexos, cuja solução necessita de uma abordagem adequada e robusta. Dessa forma, o presente trabalho objetiva avaliar o desempenho de três métodos normalmente utilizados para solução de problemas: A3, RCA e FRAM, quando aplicados em ambiente hospitalar. Para esse fim, os três métodos foram aplicados no mesmo processo, de prescrição e medicação, de um hospital universitário. Os resultados das aplicações foram analisados de acordo com os critérios: número total de ações de melhoria propostas, dificuldade de implementação, a possibilidade de replicação das ações entre as unidades do hospital, o tempo necessário para aplicação dos métodos, o número de envolvidos, a necessidade de capacitação da equipe e um indicador de prioridade das ações propostas. Além disso, a percepção dos profissionais da saúde em relação aos métodos foi analisada. Os resultados demonstram que, no contexto avaliado, os métodos apresentaram um bom desempenho, por terem apresentado melhorias que, em média, foram consideradas adequadas pela instituição. / Problem solving is a fundamental part for quality maintenance and continuous improvement. Through the years many methods were developed to solve problems, though these methods do not apply to every problem, or are suitable to every type of activity. Kwon for its constant changing nature, hospitals have complex problems, which need a suitable and robust approach to solve. Thus, the present study has the objective of evaluating the performance of three methods usually used for problem solving: A3, RCA and FRAM, when applied on a hospital. For this, the three methods were applied in the same process, of prescription and medication, in an academic hospital. The results were analyzed accordingly to the following criteria: the total number of improvement actions proposed, implementation difficult, replication possibility along the departments of the hospital, the time needed to apply the methods, the number of people involved, the need of training for the team and an indicator for prioritization. Besides that, the health sector workers’ perception regards the methods was analyzed. The results evidence that, in the studied context, the methods had good performance, because introduced improvements that, on average, were considered suitable for the institution.

Sistemas de saúde têm sido cada vez mais exigidos a serem mais eficientes, o que encorajou o uso de iniciativas de melhoria de processos. A partir de então, a Produção Enxuta (PE) surgiu como uma abordagem amplamente utilizada. Alguns resultados insatisfatórios da PE podem ser, parcialmente, explicados pela falta de considerar a complexidade dos serviços de saúde. Os sistemas de saúde são classificados como sistemas sócio-técnicos complexos (SSTC) devido à incerteza, diversidade e interações não-lineares. De acordo com a literatura, as implementações de Lean em serviços de saúde geralmente envolvem Kaizen, que tende a produzir ganhos significativos de eficiência e segurança através de mudanças relativamente pequenas e localizadas. Contudo, as melhorias locais podem implicar resultados globais indesejados, uma vez que as interações entre os elementos de sistemas complexos podem não ser lineares. Para isso, este trabalho desenvolve e aplica uma framework que visa avaliar projetos de melhoria em SSTC. O estudo foi realizado em uma unidade de internação de um hospital escola. As interações entre os projetos foram modeladas através do desenvolvimento de um diagrama de loop causal, o qual representou variáveis relacionadas a cinco projetos de melhoria analisados e um modelo FRAM. Os projetos também foram avaliados quanto ao seu impacto no sistema e sua adesão a boas práticas em Kaizen, identificadas na literatura. A framework demonstrou-se eficaz em elencar as variáveis para que possam influenciar positivamente os resultados dos projetos e embasar recomendações para a condução de novos projetos de melhoria por meio de uma visão sistêmica. / Healthcare systems have been increasingly demanded to be more efficient, which has encouraged the use of process improvement initiatives. From these, lean production has emerged as a widely used approach. Some disappointing results of lean production can be partially due to the lack of consideration of the complexity of healthcare. Health systems are classified as Complex socio-technical systems (CSTS) due to the uncertainty, diversity, and non-linear interactions. According to the literature, the implementation of Lean in healthcare usually involves Kaizen, which tends to produce significant gains in efficiency and safety through relatively small and localized changes. However, local improvements may imply unwanted overall results, since interactions between elements of complex systems may not be linear. For this, this work develops and applies a framework that aims to evaluate improvement projects in CSTC. The study was performed in an in-patient surgical ward of a teaching hospital. The interactions between the projects were modelled through the development of a causal-loop diagram, which accounted for variables related to all five projects, and a FRAM model. The projects were also evaluated as to their impact on the system and their adherence to good Kaizen practices identified in the literature. The framework proved to be effective in highlighting the variables so that they can positively influence the projects results and support recommendations for conducting new improvement projects through a systemic view.

Submitted by Jorge Silva (jorgelmsilva@ufrrj.br) on 2018-12-06T15:33:47Z No. of bitstreams: 1 2013 - Tatiane Pinto de Oliveira.pdf: 9317541 bytes, checksum: 679ad8a2ef29c5f4173b89c71984becf (MD5) / Made available in DSpace on 2018-12-06T15:33:47Z (GMT). No. of bitstreams: 1 2013 - Tatiane Pinto de Oliveira.pdf: 9317541 bytes, checksum: 679ad8a2ef29c5f4173b89c71984becf (MD5) Previous issue date: 2013-01-31 / The objective of this dissertation was to propose, implement and validate a tool for managing continuous process improvement through integration of two well-known tools in the market, the Omega 8 Orca, aimed to assess the maturity of processes, and the BSC, as manager of the results, in order to give these organizations a more targeted tool for the Brazilian. From an integrated view of these methods was designed Iris - Manager of Organizational Process Maturity. In general, this tool proposes to assess the maturity levels of six strategic elements - top management commitment, organization and structure, training, performance indicators, customer relationship and integration of information system - representing the management structure of organizations, mapping the current levels of maturity and realizing the projected future levels, desired by companies. To address the gap between the company's current stages and the stages desired are proposed action plans, which designate what measures, should be taken to ensure that the objectives are achieved. To follow up the evolution of these maturity levels, it was proposed to use the method of measuring the BSC, which has its four perspectives linked to the strategic elements of the 8 Omega ORCA. Action research was chosen as the implementation methodology of this study, to propose a suitable method of preparation and implementation of organizational studies. Thus, this methodology allowed the study objectives were achieved in the implementation of the tool in the two selected companies. The development of the research took place in two stages to validate the proposed tool. In this study validated the phases of implementation, regarding the evaluation of the maturity of organizational processes. The validation step of measuring the evolution of the elements was not possible in this study because tracking the development of maturity of the companies? demand more time than willing to complete this survey. However, the results of the three phases, related to the maturity of the companies studied were validated through interviews with their representatives, and the issues raised were arranged in a conceptual map, which summarizes the perceptions of companies about the proposed tool. The tool was considered an ally to the strategic decisions of firms and organizational development. / O objetivo desta disserta??o foi propor, implantar e validar uma ferramenta para gerenciamento da melhoria cont?nua de processos por meio da integra??o de duas ferramentas conhecidas no mercado, o Omega 8 Orca, voltada para avaliar a maturidade de processos, e o BSC, como gerenciador dos resultados, de modo a dotar essas organiza??es de uma ferramenta mais direcionada ? realidade brasileira. A partir de uma vis?o integrada destes m?todos foi idealizado o ?ris - Gerenciador de Maturidade de Processos Organizacionais. De um modo geral, esta ferramenta prop?e avaliar os n?veis de maturidade de seis elementos estrat?gicos - comprometimento da alta dire??o, organiza??o e estrutura, treinamento, indicadores de desempenho, relacionamento com os clientes e integra??o do sistema de informa??o - que representam a estrutura gerencial das organiza??es, mapeando os n?veis atuais de maturidade e realizando a proje??o dos n?veis futuros, desejados pelas empresas. Para solucionar a dist?ncia, entre os est?gios atuais da empresa e os est?gios desejados, s?o propostos planos de a??o, que designam quais medidas devem ser tomadas para que os objetivos sejam alcan?ados. Para realizar o acompanhamento da evolu??o de maturidade desses n?veis, foi proposta a utiliza??o do m?todo de mensura??o do BSC, que possui as suas quatro perspectivas atreladas aos elementos estrat?gicos do 8 Omega ORCA. A pesquisa-a??o foi escolhida como metodologia de implanta??o deste estudo, por propor um m?todo adequado de elabora??o e implanta??o de estudos organizacionais. Assim, essa metodologia permitiu que os objetivos do estudo fossem alcan?ados na implanta??o da ferramenta nas duas empresas selecionadas. O desenvolvimento da pesquisa se deu em dois momentos para a valida??o da ferramenta proposta. Neste trabalho foram validadas as fases de implanta??o, referentes ? avalia??o da maturidade dos processos organizacionais. A etapa de valida??o da mensura??o da evolu??o dos elementos n?o foi poss?vel neste estudo, pois o acompanhamento do desenvolvimento de maturidade das empresas demanda mais tempo do que o disposto para a conclus?o desta pesquisa. Por?m, os resultados das tr?s fases, referentes ? maturidade das empresas estudadas, foram validados atrav?s de entrevistas com os seus representantes, e os temas levantados foram dispostos num mapa conceitual, que resumiu as percep??es das empresas sobre a ferramenta proposta. A ferramenta foi considerada como uma aliada ?s decis?es estrat?gicas das empresas e ao desenvolvimento organizacional.

Purpose – The purpose of the research is to explore how to reduce waste in value flows and to minimize the bullwhip effect within operations. To fulfill and answer the purpose of the research three questions of issue has been established: 1. What issues in value flows can be identified, regarding inbound and outbound flows? 2. How can issues in value flows be minimized, with regards to inbound and outbound flows? 3. How can a model be created to understand the relationship between value flow improvements and the bullwhip effect? Method – To retrieve understanding of the topic that thesis involves, support of literature studies, observations and data collection was used. The literature study created a foundation of theoretical framework. The data collected from the case company formed a base that partly facilitates the purpose of this thesis. The theoretical framework and data collection were thoroughly analyzed and discussed in order to propose solutions for improvements. Findings – The research establishes different issues that can be identified in outbound and inbound flows such as; waste in transportation, waste in inventory, waste in movement and waste in overproduction. Further, in order to minimize the identified issues in inbound and outbound flows it is imperative to find out the root cause for the issues. When the root cause was established, statistical approach was utilized to further explain the issue. The findings from the statistical approach elucidated a large variance between supply and demand, resulting in a bullwhip effect. In order to minimize the bullwhip effect, improvements should focus on insufficiencies such as; lack of communication, order batching and disorganization. In addition, standardization through 5s approach mitigates the waste in transportation and movement. To understand the relationship between value flow improvements and the bullwhip effect, a causal loop diagram was created to understand the phenomenon from a system perspective. Implications – The research contributes with solutions on how to identify the bullwhip effect as well as highlighting the issues in value flows. Furthermore, this research solidifies the importance of using lean process to improve overall productivity in value flows. Limitations – The research was limited to one case company and one area in the case company. The answers that are presented in this research could increase the reliability and credibility if the authors had been able to investigate several areas at the case company or several companies. Furthermore, the date that has been retrieved is based solely on one supplier at the case company. Keywords – ‘Lean Process’, ‘Bullwhip Effect’, ‘Supply Chain Management’, ‘Continuous Improvement’, ‘System Perspective’ and ‘Statistical Analysis’.

Ständiga förbättringar är något de flesta företag, oavsett bransch, säger att de arbetar med. Dock har branscherna olika förutsättningar när det gäller arbetet med ständiga förbättringar. Några branscher har verksamheter som är lättare att kontrollera då produktionen exempelvis sker på en och samma plats medan andra verksamheter har svårare att kontrollera verksamheten då produktionen bedrivs på flera olika, och ibland, tillfälliga platser. Syftet med denna studie har varit att studera hur företag i två olika branscher med olika förutsättningar kan arbeta för att skapa en förbättringskultur som engagerar medarbetarna i arbetet med ständiga förbättringar samt vilka faktorer i en företagskultur som möjliggör respektive hindrar arbetet med detta. För att genomföra detta utfördes två fallstudier hos två utvalda företag inom bygg- och produktionsbranschen. Datainsamlingen bestod av kvalitativa semistrukturerade intervjuer med yrkesarbetare. Databearbetningen utfördes med hjälp av släktskapsdiagram som skapades individuellt för de båda företagen. Likheter och skillnader hos de båda företagen analyserades för att svara på studiens frågeställning.  Resultatet av studien visar att faktorer som hindrar respektive möjliggör en förbättringskultur har, för båda företagen i studien, tydliga kopplingar till tidigare kunskaper inom området. De identifierade faktorerna bestod av; Företaget, Kommunikation, Motivation, Medarbetarskap, Ledarskap, Delaktighet, Attityd. Dessa faktorer kan agera både hindrande respektive möjliggörande av förbättringsarbetet och har därmed stor betydelse för hur väl ett förbättringsarbete fungerar på en arbetsplats. Faktorerna kommunikation och delaktighet är två specifika områden som båda företagen i studien behöver arbeta mer med för att kunna skapa en stark förbättringskultur. / Continuous   improvements are something most companies, regardless of industry, say they   work with. However, the industries have different conditions when it comes to   work on continuous improvement. Some industries have businesses that are   easier to control as, for example, when production takes place in one and the   same place, while other businesses find it more difficult to control the   business since they have production in several different places. The purpose   of this study has been to study how companies in two different industries   with different conditions can work in order to create an improvement culture   that engages the employees in the work with continuous improvement and which   factors in an organizational culture that enable or hinder the work with   this. To do this, two case studies were carried out at two selected companies   in the construction and production industry. The data collection consisted of   qualitative semi-structured interviews with professional workers. The data   processing was performed with the help of Släktskapsdiagram that were created   individually for the two companies. Similarities and differences between the   two companies were analyzed to answer the study's purpose.   The   result of the study shows that factors that prevent or enable an improvement   culture, for both companies in the study, have clear links to previous   knowledge in the field. The identified factors consisted of; Company,   Communication, Motivation, Employee, Leadership, Participation, Attitude.   These factors can act both as a hindrance and as a means of enhancing the   improvement work and thus have great importance for how well an improvement   work works in a workplace. The factors of communication participation are two   specific areas that both the two companies in the study need to work more   with to create a strong culture of improvement. / <p>2019-06-27</p>

Syftet med detta arbete var att utarbeta och testa en modell förutvärdering av ett e-learningprogram i ett stort internationellthandelsföretag. Storleken på organisationen och avstånden mellan många avorganisationens delar, innebar att det var svårt att göra kvalitativautvärderingar och medarbetarna på de lokala enheterna hade lågt förtroende bådeför programmet och organisationens förmåga att ta till sig deras återkoppling.För att anpassa utvärderingen till dessa förutsättningar, utan att förlora den kvalitativadimensionen i ett riktigt möte, gjordes en modell baserad på träffar viavideolänk. Modellen innefattade strukturerade, förberedda workshops som leddefram till ett videolänk-möte mellan medarbetare och utvecklarna av e-learning-programmet. Vid detta möte kunde feedback överlämnas, följdfrågorställas och diskussioner föras. Modellen baserades på arbetssätt och filosofininom Offensiv kvalitetsutveckling.Forskningsmetoden var en tillämpning av ActionResearch, en metod där forskaren är en aktiv deltagare i självaprocessen och där uppnådda resultat och reflektioner under resans gång påverkardet vidare händelseförloppet. Resultaten var positiva, och visade att aspekterinom Offensiv kvalitetsutveckling såsom skapa delaktighet och engagerat ledarskap hade storbetydelse för medarbetarnas engagemang för förändringsprocessen. Slutsatsen varatt modellen innebar en förbättring av den nuvarande återkopplingsprocessen ochatt den dessutom skapade ett ökat engagemang både hos medarbetare och ledning. / The   purpose of this paper was to design and test a model for evaluation of an   e-learning program in large, international retail company. The size of the   organization and the distance between many of it’s divisions and units, meant   that it for practical reasons was difficult to perform qualitative   evaluations. Many co-workers had low confidence in the organization’s ability   to receive and absorb their feedback. As an attempt to adjust the evaluation   to these premises without losing the dimension of qualitative assessment one   can have in a live meeting, a model for evaluation, based on communication   via video link, was designed. The model contained prepared, structured   workshops leading to a video link meeting with the developer of the   trainings. In this meeting, feedback was given, follow-up questions were   asked and discussions held. The model was based on working methods and   philosophy within the Total Quality Management framework. The research   method was an adaption of “Action Research”, a method based on the active   participation of the researcher and in which obtained results and reflections   made during the process, will influence the upcoming course of actions. The   results were positive and showed that aspects of Total Quality Management such   as inclusion and engaged leadership had great impact on how the   co- workers perceived the process of change. The conclusion was that the   model was an improvement of the existing feedback-process and that it also   created a higher level of perceived engagement amongst participating   co-workers and managers. / <p>2019-06-27</p>

I och med samhällets utveckling från ett jordbrukssamhälle till ett industriellt samhälle, och vidare till ett tjänste- och kunskapssamhälle har antalet tjänsteföretag växt, och därmed även miljöpåverkan från denna sektor. Tjänstesektorns miljöpåverkan kan delas upp i två delar, en direkt miljöpåverkan kopplat till kontorsverksamheten, såsom energianvändning, samt en indirekt miljöpåverkan, som är ett resultat av tjänstens framtida nytta och bestående värde. Ett vanligt verktyg som svenska företag, och andra typer av organisationer, använder sig av för att strukturera upp sitt miljöarbete är miljöledningssystem enligt den internationella standarden ISO 14001. Miljöledningssystem är dock inte lika vanligt förekommande i tjänstesektorn som inom tillverkningsindustrin. Syftet med denna uppsats är därför att studera hur indirekt miljöpåverkan hanteras, och kan bli mer hanterbart, inom tjänstesektorn. Detta belyses genom att diskutera varför organisationer har valt att certifiera sina verksamheter, hur organisationer definierar, och hanterar, indirekt miljöpåverkan, samt vilken roll ledningen och medarbetarna har vid hanteringen av den indirekta miljöpåverkan. Studien utfördes genom semistrukturerade intervjuer med miljöansvariga på fyra tjänsteföretag samt fyra myndigheter. Resultatet av intervjuerna sammanställdes, analyserades och kopplades samman med tidigare studier. Därefter drogs ett antal slutsatser. Slutsatserna visar att organisationerna har valt att certifiera sina verksamheter p.g.a. efterfrågan och intresse hos kunder, samt för att visa på att företaget besitter en hög miljökompetens. De flesta av de medverkande organisationerna har format egna definitioner av begreppet indirekt miljöpåverkan. Gemensamt för dessa definitioner är att samtliga kopplas ihop med kundernas miljöpåverkan. Slutsatserna visar även att hanteringen av organisationernas indirekta miljöpåverkan sker inom ramen för deras miljöledningssystem. Det upplevs dock mycket svårt att formulera mätbara miljömål som berör den indirekta miljöpåverkan vilket troligen beror på att ISO 14001 bl.a. ställer krav på att det ska finnas mätbara mål och att möjligheterna till att formulera ickekvantifierbara miljömål har undgått organisationerna. Ett alternativ för att underlätta hanteringen av den indirekta miljöpåverkan skulle kunna vara att låta bli att dela in miljöpåverkan i kategorierna direkt och indirekt, och istället se till den totala miljöpåverkan med hjälp av ett processbaserat tillvägagångssätt. Det kan även diskuteras huruvida begreppet ”mätningar” är lämpligt vid arbetet med miljömål då termen leder till tankar kring kvantifierbarhet. Vidare visar slutsatserna att ledningens och medarbetarnas kompetens samt engagemang är två nyckelfaktorer för att organisationerna ska lyckas med miljöarbetet.

In 2007 nonprofits became eligible to apply for the Malcolm Baldrige National Quality Award (MBNQA) and the state-level Baldrige-based Texas Award for Performance Excellence (TAPE). There exists minimal research on quality management frameworks to guide performance excellence in nonprofits and there is a lack of understanding regarding the applicability and utility of the MBNQA and TAPE Criteria as a framework for performance excellence for nonprofit organizations. This study looks at how one nonprofit organization deployed the TAPE Criteria framework across the organization and the extent to which organizational learning resulted and was integrated across the organization. The qualitative case study utilized naturalistic inquiry methodology to chronicle situational themes and relationships that emerged during the organization's year-long process of preparing an application for the TAPE. The study took place in a natural setting and the researcher was immersed in the organization's experience as a participant-observer assisting with developing the application. Data collection methods included direct observation, interviews, and document analysis. The case study approach provided a context and perspective for other nonprofit entities seeking to assess and improve performance. The TAPE Criteria framework is a systematic and structured approach to improving performance excellence and its methodologies are repeatable and based on facts and data. Leaders recognized the value of assessing the organization's current condition in a holistic manner, yet they distinguished and used only those parts of the Criteria that they found meaningful and effective. Leadership viewed the TAPE Criteria in light of how it could support its mission success, rather than supplanting management practices that had historically achieved organizational goals that met or exceeded customer needs and expectations. The results of the study are relevant and may assist nonprofit executives and administrators in applying and utilizing Baldrige-based improvement methodologies. The information gleaned from the study will help administrators of the TAPE to improve the usefulness and functionality of the framework across all business arenas. TAPE administrators should benefit from the research as it provides information on how individuals experienced and learned the taxonomy of the framework.