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SWOT Assessment Using the Malcolm Baldrige Model

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					SWOT Assessment Using the Malcolm Baldrige Mo By Consultant or Self Assessment Instructions
Worksheets

This workbook includes seven tabs covering each category. You will need to work your way through each tab, entering a percentage score in 10% increments for all 91 criteria. Scores are tabulated and summarized a the top of this spreadsheet. Additional instructions appear within each tab to assist you with scoring the respective category. All input cells are highlighted in: Cells with formulas are highlighted in: NOTE: All 91 criteria or questions will include comments for 0% and 100% scores to help you understand how to score the question. Move your cursor over the cell with a red triangle. Scoring Each of the 91 criteria is assigned a percentage score based on two areas: 1) Implementation and Deployment - Did the organization use the proper methods and techniques to successfully launch and deploy the quality program, were the practices relevant, did they actually work for all targeted areas (production, customer service, supply chain management, etc.), has the practice been fully integrated into all parts of the organization, etc. 2) Actual Results - Measured outcomes and performance levels clearly demonstrate improvement, the scope of improvement is wide, the improvement is permanent and sustainable, and the measured feedbacks are very reliable. General breaking points in percentage scoring: Percent Score Implementation and Deployment Best in Class 100% Very strong improvement process supported by hard evidence, completely deployed in all parts of the organization. 80% Solid approach and deployment of quality improvement covering almost every part of the organization, strong factual evidence to backup improvement process. 0%

Excellent

Above Average

60% A sound approach has been used in the primary parts of the business. More emphasis on improvement is needed to reach other parts of the business. 40% Implementation is generally working and the overall approach is reasonably sound. Primary parts of the business have not yet realized signficant improvements. 20% Implementation has major gaps, not going very well. Early stages of deployment, needs to be modified in order to really work.

Below Average

Poor

Zero Base

0% No improvements are planned for the organization, organization reacts to each and every change imposed upon it.

Malcolm Baldrige Model lf Assessment ons

ork your way through each re tabulated and summarized at sist you with scoring the

res to help you understand

Actual Results Outstanding performance improvements with both internal and external benchmark evidence to support improvement results. Performance levels are very solid in most areas of the business, performance is benchmarked internally and externally.

Improvement trends have been documented. Need more pro-active indicators to move the organization into more effective implementation. Some areas of the business have reported improvements.

Very few or no areas of the business have reported favorable results. No overall trend has been established.

No measurements in place to track any improvements.

SWOT Assessment Using the Malcolm Baldrige Model Category 1: Leadership (95 points)
Summarize Leadership Score Senior Leadership: 1.01 Extent of senior management involvement 1.02 Integration of quality by senior management 1.03 Overall effective communication on customer and quality 1.04 Effective leadership development Managing for Quality: 1.05 Accountability for quality within various levels and functions 1.06 Communication to employees on customer and quality issues 1.07 Employee support and training on quality issues 1.08 Reinforcement by Managers to their employees Social Responsibility: 1.09 Integration of social issues into the business 1.10 Assessment of products and services on social issues 1.11 Company leadership on social issues 1.12 Evidence in support of social responsibility Leadership Scoring The leadership category evaluates the committment and involvement of senior level management in creating and sustaining a focus on values of quality, such as customer satisfaction. Strong leadership is required for integrating quality into everything the company does, including social responsibilities. 80% to 100% range: Senior level management is strongly involved and behind quality improvement within the company. Management is very supportive and working to form teams throughout the company. Senior managers are communicating clearly the vision and goals behind quality improvement and how it must interact with customers, suppliers, employees, and others in the value chain. Senior management is very committed to all continuous improvement efforts. 60% to 80% range: Most senior level managers are visibly involved in quality improvement. Senior managers are meeting with teams, suppliers, and other key players in process improvements. Management behavior at all levels in the organization reflects a commitment to quality. Senior management is actively promoting and communicating quality improvement. 40% to 60% range: Senior level managers are sharing their ideas on quality improvement with customers, employees, suppliers, and other key players. Management performance is linked to quality. Many parts of the organization are actively engaged in quality programs. Senior level leadership is supportive of strategic quality initiatives. 20% to 40% range:

A few senior level executives are supportive of quality improvement. Employees are encouraged to become more involved. Communication is top down and not across organizational boundaries. Continuous improvement programs are up and running in some parts of the company. Overall organizational policies do support quality improvement. 0% to 20% range: Senior management has yet to develop and launch quality improvement as a major strategic goal. There is no real committment by leadership on making quality a high priority. Senior managers are not engaged with customers, suppliers, employees, and others on how to improve quality. There is no concern for things like social responsibility. Enter Scores for Leadership Criteria Criteria Number

Criteria Description / Question

1.01 To what extent is senior level management involved in the company's quality improvement efforts? This includes planning, communicating, measuring, changing, mentoring, etc. 0% 100% Enter % score => 1.02 Is senior level management integrating the values of quality into everything they say and do, internally and externally? 0% 100% Enter % score => 1.03 Is senior level management effectively communicating the company's focus on customer and quality to all levels within the organization? 0% 100% Enter % score => 1.04 How effective is senior management in developing and reviewing their own leadership skills and abilities, learning to become more personally involved within the organization? 0% 100% Enter % score => 1.05 Do you have specific guidelines and standards for holding managers accountable for quality, including supervisors and others, designed for different levels and functions within the company? 0% 100% Enter % score => 1.06 A focus on the customer and quality are effectively communicated to all employees within the company. 0% 100% Enter % score => 1.07 Employees have regular training and support to reduce errors and improve quality, including comparisons to planned improvements. 0% 100% Enter % score => 1.08 How effective are managers and supervisors at reinforcing the customer focus and quality values amongst employees? Are managers and supervisors evaluated on this reinforcement? 0% 100% Enter % score =>

1.09 The organization has strongly integrated ethics, public responsibility, environmental protection, and safety into its business practices. 0% 100% Enter % score => 1.10 The organization plans ahead to consider the reaction and impact a product or service may have on the local community, environment, and human safety. 0% 100% Enter % score => 1.11 The organization is considered a leading corporate citizen within its local community. 0% 100% Enter % score => 1.12 Does the organization have evidence, such as trend data, to clearly show that it is addressing social issues and is actively involved in community services, education, environmental protection, health care, and other public quality programs? 0% 100% Enter % score =>

m Baldrige Model

% score 70% 60% 70% 60% 70% 80% 60% 50% 60% 50% 50% 60% Total Points

Avg % Total by Sub Points by Category Sub Catg

Total Points Scored

65%

45

29

65%

25

16

55%

25 95

14 59

level management in tion. Strong leadership ocial responsibilities.

within the company.

y improvement and how

managers are meeting ement behavior at all is actively promoting

omers, employees, Many parts of the s supportive of

s are encouraged to nal boundaries. mpany. Overall

major strategic goal. enior managers are ove quality. There

Criteria Score

70%

60%

70%

60%

the company? 70%

municated to 80%

60%

ng the customer

50%

esponsibility, 60%

vironment, and 50%

50%

a, to clearly show d in community re, and other 60%

SWOT Assessment Using the Malcolm Baldrige Model Category 2: Information and Analysis (75 points)
Summarize Information & Analysis Score Management of Data: 2.01 Measurement of critical data for decision making 2.02 Reliability and timeliness of data 2.03 Evaluation and improvements to data Competitive Analysis: 2.04 Deployment of competitive data analysis 2.05 Scope and application of competitive data analysis 2.06 Driving change to critical parts of the business 2.07 Improvements to competitive analysis Analysis and Use of Data: 2.08 Systematic analysis of data in critical areas 2.09 Continuous improvement to data management practices 2.10 Collection, transformation, and distribution of data 2.11 Methods and techniques deployed Information & Analysis Scoring 80% to 100% range: Quality related data is fully integrated and distributed easily within the organization. Processes for data and information management are timely, accurate, and useful throughout the entire company. Quality data is readily available for various processes within the company. Data is analyzed and transformed into useful information for identifying new opportunities for improvement. Benchmarks and comparisons are used to drive continuous quality improvements. 60% to 80% range: Employees and others have easy access to data in most parts of the company. For the most part, technologies and processes are in place for ensuring that data is complete, accurate, timely, and useful. Most processes are using quality data for decision making. Comparative data is used for planning and making improvements. Measurements are in place for most products and services. 40% to 60% range: Many parts of the company have processes in place for timely, accurate, complete, and useful data. Many employees have access to data for decision making. Data is used in most processes. Some products and services are measured and benchmarked using comparative data. Measurements do exist on strategic objectives related to products and/or services. 20% to 40% range: Some processes are in place, providing timely, accurate, complete, and useful data. Data is limited in how it is used for decision making. Data is collected and used on some customers, suppliers, and other critical functions of the company. A centralized group analyzes the data, but useful information is restricted to a few parts of the organization. Data analysis tends to be limited, not driving major improvement initiatives.

0% to 20% range: Data is primarily used for traditional reporting functions. Comparative analysis is not in place. Only a few critical processes use quality data for improvement. Little or no data is collected and used for making improvements with customers and suppliers. Data analysis is just beginning to take place for minor improvement projects. Enter Scores for Information & Analysis Criteria Criteria Number

Criteria Description / Question

2.01 Does the organization measure data related to customers, products, supplier performance, financial performance, and employee performance? Is this data useful and understandable to decision makers? 0% 100% Enter % score => 2.02 How reliable is data to the decision maker and is this data distributed to decision makers on a timely basis? 0% 100% Enter % score => 2.03 How do you evaluate and improve data management practices, such as shortening the process cycle and transforming data into useful information? 0% 100% Enter % score => 2.04 Does your organization use external benchmarks and competitive data to drive improvements, operating performance, and planning? 0% 100% Enter % score => 2.05 How extensive is the competitive benchmarking data? 0% 100% Enter % score => 2.06 Is the organization using benchmarking to improve critical processes, create innovation, and reach planned targets? 0% 100% Enter % score => 2.07 Does the organization evaluate and revise the scope and accuracy of its benchmarking data to improve planning and improve performance? 0% 100% Enter % score => 2.08 Does the organization systematically analyze data for determining customer trends, problems, new opportunities, and areas for improvement? 0% 100% Enter % score => 2.09 Is there a continuous process of improving data collection and analysis, such as shortening the cycle time, making people more productive with better information, and providing easy access. 0% 100% Enter % score => 2.10 Does the organization collect key cost, financial, operating, and other data, translating it into useful information for employees and other decision makers, supporting both operating and long-term planning decisions?

0%

100%

Enter % score =>

2.11 How does the organization reduce cycle times and improve the integrity of data for decision makers? 0% 100% Enter % score =>

m Baldrige Model

s (75 points)
% score 80% 80% 70% 60% 60% 70% 60% 70% 70% 60% 60% Total Points Avg % Total by Sub Points by Category Sub Catg Total Points Scored

77%

15

12

63%

20

13

65%

40 75

26 50

ion. Processes for data and company. Quality data is nd transformed into useful comparisons are used to

For the most part, technologies and useful. Most processes are nd making improvements.

lete, and useful data. Many esses. Some products and nts do exist on strategic

data. Data is limited in how it uppliers, and other critical ormation is restricted to a or improvement initiatives.

s not in place. Only a few d and used for making take place for minor

Criteria Score

rs, products, oyee performance? 80%

ta distributed to 80%

actices, such as useful information? 70%

ompetitive data to 60%

60%

al processes, 70%

d accuracy of its 60%

s for improvement? 70%

70%

ng, and other

60%

60%

SWOT Assessment Using the Malcolm Baldrige Model Category 3: Strategic Planning (60 points)
Summarize Strategic Planning Score The Planning Process: 3.01 Integration of planning into all parts of the business 3.02 Integration of processes into planning decisions 3.03 Enterprise wide planning 3.04 Continuous improvements to planning Performance Planning: 3.05 Recognition of quality within planning 3.06 Sharing of planning decisions 3.07 Integration of planning and quality goals 3.08 Projections and targets for planning Strategic Planning Scoring 80% to 100% range: Strategic planning is used regularly to develop goals and objectives for improving quality. All levels of the company participate in some form of strategic planning. Employees, suppliers, customers, and other stakeholder groups are actively engaged in strategic planning decisions. Management is very involved in planning related activities. Strategic planning includes key performance indicators, surveys, benchmark data, and other quality information to ensure that strategic planning is strong and viable for all parts of the company. 60% to 80% range: The organization has established a complete strategic plan for addressing quality improvement, including mission, vision, goals, specific tasks, targets and programs. A broad planning process is used, involving customers, suppliers, and employees. The strategic planning process includes key quality indicators, benchmarks, and other quality information. Operating plans are developed throughout the entire company, linked to the company's overall strategy. Managers are held accountable for meeting strategic goals. 40% to 60% range: Key organizational units have operating plans in place, linked to the company's overall strategy. Managers are held accountable for meeting strategic goals. The strategic planning process uses some key indicators, surveys, and other benchmark data. Senior level management approves the final strategic plan. 20% to 40% range: Key functional parts of the organization have strategic goals. The overall organization does have a strategic planning process. Some involvement from customers and suppliers does take place within the strategic planning process. Customer data is used to assist with strategic planning. Senior management approves the final strategic plan. 0% to 20% range: Strategic planning is not visible or understood within the organization. Senior management develops the strategy with no input from customers, suppliers, employees, or other stakeholder groups. The strategic

plan is very "inward" thinking with little focus on the customer.

Enter Scores for Strategic Planning Criteria Criteria Number

Criteria Description / Question

3.01 How is overall planning integrated into lower level planning at business unit levels and department levels for short term and long term decisions? 0% 100% Enter % score => 3.02 Does the organization re-align or re-engineer a process to make sure it fits with strategies for work performance? 0% 100% Enter % score => 3.03 Strategic plans are deployed throughout the entire company. 0% 100% Enter % score => 3.04 Is the strategic planning process evaluated and improved on a regular basis? 0% 100% Enter % score => 3.05 Does the company have major quality improvement goals and objectives within its strategy? 0% 100% Enter % score => 3.06 How effective is the company at sharing and deploying its short term goals with employees, suppliers, and others who have to execute on the strategy? 0% 100% Enter % score => 3.07 How does the organization's long term goals relate to improving quality? 0% 100% Enter % score => 3.08 How does the organization project out benefits from long term and short term planning? How does this compare to key benchmarks? 0% 100% Enter % score =>

m Baldrige Model

% score 70% 60% 60% 50% 90% 70% 70% 60% Total Points

Avg % Total by Sub Points by Category Sub Catg

Total Points Scored

60%

35

21

73%

25 60

18 39

ng quality. All levels of the customers, and other gement is very involved in ors, surveys, benchmark nd viable for all parts of

ity improvement, including process is used, involving key quality indicators, ughout the entire company, eeting strategic goals.

overall strategy. Managers ss uses some key indicators, nal strategic plan.

zation does have a strategic place within the strategic or management approves

anagement develops the der groups. The strategic

Criteria Score

ng at business g term decisions? 70%

to make sure it 60%

60%

50%

90%

70%

70%

g term and short 60%

SWOT Assessment Using the Malcolm Baldrige Model Category 4: Human Resources (150 points)
Summarize Human Resource Score HR Planning and Management: 4.01 Human resource plans linked to strategy 4.02 Human resource plans linked to quality improvement goals 4.03 Use of employee data for improvements Employee Involvement: 4.04 Incentives for employee involvement in quality improvement 4.05 Empowerment of employees for quality improvement 4.06 Measure and monitor employees for quality improvement 4.07 Wide spread involvement and key indicators Education and Training: 4.08 Development of training and education programs 4.09 Link between training and the job 4.10 Measure the impact of training as it relates to the job 4.11 Measure by various categories Employee Performance & Recognition: 4.12 Reward and recognition for quality contributions 4.13 Review and improve various recognition programs 4.14 Trend data on recognition programs 4.15 Continuous improvement of various programs Employee Satisfaction: 4.16 Development of employee services 4.17 Assessment of employee satisfaction 4.18 Trend data on employee services Human Resource Scoring 80% to 100% range: Full implementation and integration of employee growth plans, including training programs, career development paths, evaluation / self-awareness processes, compensation, empowerment, and measurable results. Very high levels of involvement by employees in day to day operations and planning the business. People work well within teams and across organizational functions. Strong recognition programs are in place for rewarding employees who improve quality. The organization is very sensitive to the needs and requirements of employees, working hard to make sure employees are productive and satisfied. 60% to 80% range: Senior management and most middle level managers are very supportive of strong human resource practices to build and develop employees. Work teams and groups are empowered, providing valuable improvements in almost every part of the business. Employees have quick access to data for analysis and sharing of information in most parts of the company. Employee ideas for making improvements is strongly encouraged and acted upon throughout most of the organization.

40% to 60% range: Many parts of the organization have empowered their employees through cross functional teams and the sharing of information. The company has an overall plan to fully develop its human resource capital. Employees are rewarded for making improvements to quality. Management supports the development of employees in many parts of the organization. The organization is sensitive to the needs of employees. 20% to 40% range: Employee empowerment is not encouraged throughout the company. Rewards and recognition for quality improvement is not fully deployed at all levels within the company. Most of the focus is on individual employee recognition and not teams or groups. Not all employee development programs are linked to the company's strategy and quality objectives. The organization does not consistently support the needs and requirements of employees. 0% to 20% range: Training and fundamental development of employees is not widely practiced. Few employees are empowered and no priority is given to building the human resources of the company. Reward and recognition programs are not focused on employee performance and quality improvement. A few managers support human resource development, but no real leadership exists from the top. Enter Scores for Human Resource Criteria Criteria Number

Criteria Description / Question

4.01 Are human resource plans driven by the company's strategy to improve quality; i.e. training, hiring, empowerment, teams, etc.? 0% 100% Enter % score => 4.02 Are the company's human resource strategies related to quality improvement goals? 0% 100% Enter % score => 4.03 How does the organization use employee related data to improve human resource management (hiring practices, training, etc.)? 0% 100% Enter % score => 4.04 How does the organization promote employee contributions to quality performance goals? 0% 100% Enter % score => 4.05 Does the organization give employees the authority and support for solving problems and making improvements within their work area? 0% 100% Enter % score => 4.06 Does the organization measure and evaluate the effectiveness of employee involvement, empowerment, and innovation? 0% 100% Enter % score => 4.07 Does the organization encourage employee involvement at all levels and does the organization have key indicators to monitor employee involvement?

0%

100%

Enter % score =>

4.08 Does the organization systematically assess the needs of the workforce and develop plans for training and education at various levels and categories of employment? 0% 100% Enter % score => 4.09 Is actual training of the employee reinforced as part of the job and actually applied to the work area? 0% 100% Enter % score => 4.10 Does the organization use indicators to assess that training is helping to improve both the employee and the quality of work within the respective work area? 0% 100% Enter % score => 4.11 Does the oganization measure employee training by job category? 0% 100% Enter % score => 4.12 Does your performance and recognition system support quality improvement goals? 0% 100% Enter % score => 4.13 Does the organization regularly review and improve its compensation, performance measurement, and recognition programs? 0% 100% Enter % score => 4.14 Does the organization have evidence and data on employee recognition programs, such as types of awards, locations, and other trend information over the last few years? 0% 100% Enter % score => 4.15 Does the organization continuously work to improve safety, health, morale, and overall satisfaction of its employees? 0% 100% Enter % score => 4.16 Does the organization work proactively to develop employee services, such as day care, car pooling, and other services that enhance overall employee satisfaction? 0% 100% Enter % score => 4.17 How does the organization assess and evaluate overall employee satisfaction? 0% 100% Enter % score => 4.18 Does the organization have supporting data related to improvements for employees, such as safety, absenteeism, turnover, grievances, customer complaints, and other quality factors that demonstrate employee satisfaction? 0% 100% Enter % score =>

m Baldrige Model

% score 70% 60% 70% 70% 60% 60% 60% 70% 60% 70% 70% 70% 60% 60% 80% 70% 60% 60% Total Points

Avg % Total by Sub Points by Category Sub Catg

Total Points Scored

67%

20

13

63%

40

25

68%

40

27

68%

25

17

63%

25 150

16 98

on, empowerment, o day operations tional functions. e quality. The king hard to make

rong human resource ered, providing valuable ess to data for analysis aking improvements

s functional teams and the man resource capital. pports the development of e needs of employees.

and recognition for of the focus is on elopment programs are not consistently support

ew employees are pany. Reward and provement. A few from the top.

Criteria Score

tegy to improve 70%

60%

70%

70%

60%

60%

60%

70%

60%

70%

70%

70%

ompensation, 60%

60%

80%

70%

60%

60%

SWOT Assessment Using the Malcolm Baldrige Model Category 5: Process Management (140 points)
Summarize Process Management Score Design & Introduction of Products and Services: 5.01 Customer information for design of products / services 5.02 Design and testing of new products / services 5.03 Life cycle management Production and Delivery Processes: 5.04 Control over processes, including errors and defects 5.05 Systematic approach for evaluation and assessment Business and Support Service Processes: 5.06 Quality control in business and support service processes 5.07 Use of key indicators 5.08 Identification of areas for improvement Supplier Quality: 5.09 Communication of quality standards to suppliers 5.10 Quality assurance program 5.11 Evaluation and improvement of procurement process 5.12 Cooperative relationship with suppliers Quality Assurance: 5.13 Audits and assessments of products and services 5.14 Resolve and correct errors, defects, and other issues

Process Management Scoring 80% to 100% range: Processes are well documented and controlled throughout the entire company. Practices are in place to consistently evaluate and improve processes. Critical processes are subject to rigid assessments on a regular basis. Analytical techniques are in place to identify and solve process management issues. Partnerships with suppliers and other stakeholders have been established to better manage processes for the benefit of all players. 60% to 80% range: Most parts of the business have documented and controlled their processes. There is a strong practice in place for assessing and improving a process throughout almost every part of the organization. There is a strong emphasis on supplier quality and partnering with other stakeholders to improve processes. Comprehensive assessments are made of critical processes to ensure the company is meeting customer requirements. Analytical problem solving tools are used in almost every part of the business to identify and improve processes. 40% to 60% range: Many parts of the business are driving process improvement with the use of customer data. Standards are used in many parts of the business to control the process. Problem solving tools are used in most parts of the organization for analyzing and improving a process. Many parts of the business regularly assess their critical processes. Preventitive measures are used to help monitor and ensure that quality standards are met.

20% to 40% range: The emphasis on process management is more on evaluate and react as opposed to preventitive control measures Suppliers are managed based on costs and not strong business relationships for process improvement. Problem solving tools are used in some parts of the business. Core processes are subject to assessments and evaluations. Some customer input is sought in pursuit of process improvement.

0% to 20% range: Quality assurance managers are solely responsible for making improvements to the business processes. No suppli or customer input is sought in trying to improve core processes. Suppliers are not viewed as partners in helping run the business. Very few if any problem solving tools are in place for analyzing and identifying process problems. Processes may get evaluated, but no real emphasis is made on prevention. Enter Scores for Process Management Criteria Criteria Number

Criteria Description / Question

5.01 Does the organization systematically gather customer needs and desires, and then translate these customer inputs into revisions, modifications, or other standards for products / services? 0% 100% Enter % score => 5.02 How does the organization design and test a new product or service? 0% 100% Enter % score => 5.03 Does the organization evaluate and shorten the design processes for new products and services? 0% 100% Enter % score => 5.04 Does the organization have control over processes, including control over variations and defects in processes that are used for producing and delivering products and services? 0% 100% Enter % score => 5.05 Does the organization use a systematic and standard approach to evaluating processes for better quality, cycle times, defects, and other operating performance attributes? 0% 100% Enter % score => 5.06 How does the organization manage quality control as it relates to routine business processes and support services (such as human resource, finance, legal, payroll, public relations, etc.)? 0% 100% Enter % score => 5.07 Does the organization capture, maintain, and use key indicators for business and support services? 0% 100% Enter % score => 5.08 How does the organization identify areas for improvement? 0% 100% Enter % score =>

5.09 Does the organization clearly communicate quality standards and requirements to suppliers? 0% 100% Enter % score => 5.10 Does the organization have a quality assurance process to ensure that suppliers are meeting quality requirements? 0% 100% Enter % score => 5.11 Does the organization evaluate and improve its procurement policies and practices? 0% 100% Enter % score => 5.12 Does the organization have a cooperative relationship with its suppliers, including reward programs, certification and other policies that build long-term relationships? 0% 100% Enter % score => 5.13 Does the organization audit or evaluate its products and services, including the systems and processes that create and manage products and services? 0% 100% Enter % score => 5.14 Does the organization regularly followup with assessments and effectively corrects the problem or resolve the issue that was identified? 0% 100% Enter % score =>

m Baldrige Model

40 points)
% score 80% 70% 80% 70% 70% 70% 80% 80% 80% 80% 80% 70% 80% 70% Total Points Avg % Total by Sub Points by Category Sub Catg Total Points Scored

77%

40

31

70%

35

25

77%

30

23

78%

20

16

75%

15 140

11 105

Practices are in place to rigid assessments on a management issues. etter manage processes for

here is a strong practice in place anization. There is a strong processes. Comprehensive customer requirements. o identify and improve processes.

stomer data. Standards are used used in most parts of the s regularly assess their critical ality standards are met.

sed to preventitive control measures. or process improvement. Problem ect to assessments and evaluations.

o the business processes. No supplier not viewed as partners in helping run nd identifying process problems.

Criteria Score

80%

70%

80%

uding control

70%

70%

70%

80%

80%

80%

80%

80%

70%

80%

70%

SWOT Assessment Using the Malcolm Baldrige Model Category 6: Operating Results (180 points)
Summarize Operating Result Scores Product and Service Quality Results: 6.01 Historical data on product and service quality 6.02 Competitive benchmarking Operating Results: 6.03 Measurement of operating results 6.04 Competitive benchmarking Business and Support Service Results: 6.05 Data collection and measurement 6.06 Best in class benchmarks Supplier Quality Results: 6.07 Measurement of supplier results 6.08 Comparable benchmarks

Operating Result Scoring 80% to 100% range: Customer satisfaction and other measurements clearly show high levels of customer satisfaction and loyalty. Overall trends are very positive when it comes to improving processes throughout the entire company, including processes that cut across business functions and stakeholder groups. Any negative trend is immediately acted upon with a plan for turning the trend around. Supplier data also shows strong positive trends in making improvements within the supply chain. Support services have shown solid results in making processes very efficient and effective. 60% to 80% range: Most operating performance indicators are very positive. Customers and supplier surveys and other indicators show solid improvement over the last few years. Comparative measurements and benchmarks reveal that the company is ranked in the top of its industry for most core processes. Most parts of the organization have demonstrated through measurement numerous improvements - better quality, higher productivity, lower costs, lower cycle times, etc. 40% to 60% range: Customer satisfaction surveys indicate positive results and critical supplier standards are being met. Comparative and benchmark measurements are documented and in place within key areas of the company. All major key performance indicators are favorable for critical parts of the organization. 20% to 40% range: Product and/or service results are showing signs of improvement. Additionally, customer surveys indicate some improvement. Some suppliers are able to meet quality standards, however more improvements are needed. Some parts of the business are showing positive trends. Measurements for monitoring results throughout the entire organization are not yet in place. More comprehensive results are needed.

0% to 20% range: There is only minor evidence of performance improvement. Overall, results are not favorable. Key indicators such as customer satisfaction are not measured. Supplier improvements are not measured. No comparative benchmark are used to monitor results. Only a few parts of the organization are measuring improvements.

Enter Scores for Operating Result Criteria Criteria Number

Criteria Description / Question

6.01 Does the organization have at least two years of data related to quality improvements in its products and services? 0% 100% Enter % score => 6.02 How does the organization compare its quality results with the competition? 0% 100% Enter % score => 6.03 Does the organization measure operating performance (cycle times, productivity, defects, errors, etc.)? 0% 100% Enter % score => 6.04 How does the organization's operating performance compare with that of the competition? 0% 100% Enter % score => 6.05 Does the organization collect quality improvement data related to general business and support services? 0% 100% Enter % score => 6.06 Does competitive benchmarking indicate that the organization is better than the overall industry and a world leader? 0% 100% Enter % score => 6.07 Does the organization measure and track supplier results and quality? 0% 100% Enter % score => 6.08 How does the supplier's quality results compare to that of other comparable suppliers? 0% 100% Enter % score =>

m Baldrige Model

% score 80% 70% 70% 70% 70% 60% 70% 60%

Avg % Total by Sub Points by Category Sub Catg 75% 70

Total Points Scored 53

70%

50

35

65%

25

16

65%

35 180

23 127

tomer satisfaction and loyalty. out the entire company, including ative trend is immediately acted positive trends in making lts in making processes very

er surveys and other indicators and benchmarks reveal that the s of the organization have higher productivity, lower costs,

dards are being met. Comparative of the company. All major key

customer surveys indicate some e improvements are needed. nitoring results throughout the

not favorable. Key indicators such asured. No comparative benchmarks improvements.

Criteria Score

80%

70%

70%

70%

70%

60%

70%

60%

SWOT Assessment Using the Malcolm Baldrige Model Category 7: Customer (300 points)
Summarize Customer Scores Customer Expectations: 7.01 Determining customer requirements 7.02 Determining new products and services 7.03 Processes for determining customer requirements Customer Relations Management: 7.04 Approaches and methods for building relationships 7.05 Standards and processes for engaging with customers 7.06 Maximize opportunities for customers to engage 7.07 Quality of customer relationship 7.08 Use of customer feedback 7.09 Internal support for personnel dealing with customers 7.10 Evaluation of customer relationships Customer Commitment: 7.11 Building trust and confidence with customers 7.12 Image and reputation for quality Determining Customer Satisfaction: 7.13 Determining customer satisfaction by segment 7.14 Customer satisfaction in relation to competition 7.15 Evaluation methods for competitive comparisons Customer Satisfaction Results: 7.16 Trending analysis on satisfaction and retention 7.17 Use of adverse customer indicators Customer Satisfaction Comparison: 7.18 Customer satisfaction metrics vs. competition 7.19 Measurement of customer turnover or churn 7.20 Market share trends in relation to quality

Customer Scoring 80% to 100% range: A complete set of customer metrics (surveys, focus groups, exit interviews, etc.) reveals very strong performance for meeting customer needs and requirements. Additionally, measurements are tracking customer repurchase patterns and other behavior relative to the competition and these measurements are also very favorable. Management is very focused on the customer. Customer service and relationship training and development is mandated throughout the entire company. The organization is very customer driven, constantly trying to stay connected to the customer for improving quality and service. Products and services have reputations for quality in the eyes of the customer, leading to customer loyalty. 60% to 80% range: Effective customer feedback systems are in place, ensuring continuous improvement with customer service. Management is very focused on the customer, promoting programs that enhance customer relationships.

Senior management is very receptive to new ideas on how to improve customer service. Specific customer related training is available and customers have easy to access resources for resolving their issues. 40% to 60% range: Customer surveys are used throughout the company for continuous improvements. Customer contacts are well trained for servicing the customer base. The company promotes customer awareness and satisfaction. Systems are in place for moving customer feedback into various product and service lines. 20% to 40% range: Most customers are identified; however there is no overall system for collecting continous feedback to improve customer service. Quality standards are improved for some products and services in order to improve customer service. The future needs of customers is not considered. Senior management is not always receptive to new ideas for improving customer service. Some customer groups are segmented and managed differently than others. 0% to 20% range: Few if any customer standards are in place. Most of the focus is on solving a customer's problem once it occurs, but little emphasis is placed on trying to improve the overall process and prevent the same problem from recurring again. Customer feedback is poor and rarely considered when developing service and products. The main form of customer feedback is customer complaints. Products and services have bad reputations for quality in the eyes of the customer.

Enter Scores for Customer Criteria Criteria Number

Criteria Description / Question

7.01 How does the organization determine current and long-term customer requirements? 0% 100% Enter % score => 7.02 How does the organization determine new products and services as well as new features for existing products and services? 0% 100% Enter % score => 7.03 How does the organization improve its processes for identifying customer needs and requirements? 0% 100% Enter % score => 7.04 How does the organization build strong relationships with its customers? 0% 100% Enter % score => 7.05 What does the organization do to develop customer service standards and processes that gives the organization the ability to engage with the customer? 0% 100% Enter % score => 7.06 How does the organization maximize opportunities for customers to comment and engage with the business? 0% 100% Enter % score =>

7.07 How effective is your contact with the customer regarding your products and services? 0% 100% Enter % score => 7.08 How does the organization use customer feedback and complaints? 0% 100% Enter % score => 7.09 How does the organization ensure that customer contact employees are properly aligned with customer segments, including proper training and tools for dealing with specific customers? 0% 100% Enter % score => 7.10 How does the organization evaluate its relationships with its customers? 0% 100% Enter % score => 7.11 How does the organization build trust and confidence in its products and services? 0% 100% Enter % score => 7.12 How does the organization evaluate and improve the customer's perception of the organization's commitment to quality? 0% 100% Enter % score => 7.13 How does the organization determine customer satisfaction within its customer segments? 0% 100% Enter % score => 7.14 How does the organization's customer satisfaction rating compare to its competition? 0% 100% Enter % score => 7.15 How does the organization evaluate and improve its approach to analyzing customer satisfaction in relation to the competition? 0% 100% Enter % score => 7.16 Does the organization collect trend data on customer satisfaction and customer retention? 0% 100% Enter % score => 7.17 Does the organization measure negative related attributes of customer service, such as complaints, refunds, claims, returns, failure to rebuy or repeat, downgrades, etc.? 0% 100% Enter % score => 7.18 Does the organization measure customer satisfaction with products and services in relation to the competition's customer satisfaction with its products and services? 0% 100% Enter % score =>

7.19 Does your organization measure customer turnover? 0% 100% Enter % score => 7.20 Do trends indicate that the organization's market share is increasing as a result of quality improvement initiatives? 0% 100% Enter % score =>

m Baldrige Model

% score 70% 70% 60% 70% 70% 60% 70% 80% 70% 70% 70% 80% 70% 80% 70% 70% 60% 60% 70% 70% Total Points

Avg % Total by Sub Points by Category Sub Catg

Total Points Scored

67%

35

23

70%

65

46

75%

15

11

73%

30

22

65%

85

55

67%

70 300

47 204

.) reveals very strong surements are tracking nd these measurements er service and relationship anization is very ing quality and service. leading to customer loyalty.

ement with customer service. ce customer relationships.

r service. Specific customer esolving their issues.

ents. Customer contacts are awareness and satisfaction.

continous feedback to and services in order to enior management is not groups are segmented and

ustomer's problem once it d prevent the same problem eveloping service and products. rvices have bad reputations

Criteria Score

70%

70%

60%

70%

70%

60%

70%

80%

70%

70%

70%

80%

70%

80%

70%

70%

60%

60%

70%

70%

`

SWOT Assessment Using the Malcolm Baldrige Model
Quick Overview The Malcolm Baldrige Quality Improvement Program provides and scored for assessing overall quality performance within

1.0 2.0 3.0 4.0 5.0 6.0 7.0

Leadership Information and Analysis Strategic Planning Human Resource Capital Process Management Quality and Operating Results Customer Satisfaction Total Points

Maximum Score 95 75 60 150 140 180 300 1000

Color Scoring Your percentage scores are highlighted in one of three colors: Good Score falls in a range between => 70% Caution falls in a range between => 50% Poor Score falls in a range between => 0% Feel free to change these ranges to whatever you like!

350
300

250 200 150 100 50 0
Leadership Information and Analysis Strategic Planning

Maximum Score

provides guidelines for improving quality within an organization. 91 criteria are evaluated within the organization. The 91 criteria fall into 7 categories, as summarized below:

Your Assessment Score Percentage 59 62% 50 67% 39 65% 98 65% 105 75% 127 70% 204 68% 682 68%

Color Scoring: Good overall score Caution - needs to improve Poor - needs major improvement

100% 69% 49% whatever you like!

SWOT Summary Analysis

Strategic Planning Human Resource Capital

Process Management

Quality and Operating Results

Customer Satisfaction

Maximum Score

Your Assessment Score

For the Year Ended: Revenue: Gross Sales Less: Sales Returns and Allowances Net Sales Cost of Goods Sold: Direct Material Cost Direct Labor Cost Other Direct Costs Cost of Goods Sold Gross Profit (Loss) Expenses: Advertising Amortization Bad Debts Bank Charges Charitable Contributions Commissions Contract Labor Credit Card Fees Delivery Expenses Depreciation Dues and Subscriptions Exec/Owner salaries Insurance Interest Maintenance Miscellaneous Office Expenses Operating Supplies Payroll Taxes Permits and Licenses Postage Professional Fees Property Taxes Rent Repairs Telephone Travel Utilities Vehicle Expenses Wages Other Total Expenses Net Operating Income Other Income: Gain (Loss) on Sale of Assets Interest Income Total Other Income Income before tax Income taxes Net Income (Loss) Page 54

2002 $2,010,000 ($50,000) $2,060,000 $320,000 $500,000 $125,000 $945,000 $1,115,000 $5,000 $3,000 $1,000 $1,000 $2,133 $11,000 $4,000 $6,000 $1,000 $3,000 $1,000 $190,000 $1,000 $1,000 $1,000 $6,000 $43,000 $18,000 $14,000 $6,000 $6,000 $100 $5,557 $4,000 $6,000 $1,000 $3,000 $1,000 $6,000 $90,000 $0 $440,790 $674,210 $10,000 $5,000 $15,000 $689,210 $137,842 $551,368


				
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