balridge assesment excel

7/26/2019 Balridge Assesment Excel

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SWOT Assessment Using the Malcolm

By Consultant or Self Asses

Instructions

Worksheets

This workbook includes seven tabs covering each category. You will need to work your way

tab, entering a percentage score in 10% increments for all 91 criteria. cores are tabulated

the top of this spreadsheet. "dditional instructions appear within each tab to assist you with

respective category.

"ll input cells are highlighted in# 0%

$ells with formulas are highlighted in#

&T'# "ll 91 criteria or (uestions will include comments for 0% and 100% scores to help y

how to score the (uestion.

)ove your cursor over the cell with a red triangle.

Scoring

'ach of the 91 criteria is assigned a percentage score based on two areas#

1* +mplementation and eployment - id the organi!ation use the proper methods and

techni(ues to successfully launch and deploy the (uality program, were the practicesrelevant, 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 organi!ation, etc.

/* "ctual esults - )easured 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:

ercent

core +mplementation and eployment

2est in $lass 100% 3ery strong improvement process supported

by hard evidence, completely deployed in all

parts of the organi!ation.

'4cellent 50% olid approach and deployment of (uality

improvement covering almost every part of

the organi!ation, strong factual evidence to

backup improvement process.


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"bove "verage 60% " sound approach has been used in the

primary parts of the business. )ore

emphasis on improvement is needed to

reach other parts of the business.

2elow "verage 70% +mplementation is generally working andthe overall approach is reasonably sound.

rimary parts of the business have not yet

reali!ed signficant improvements.

oor /0% +mplementation has ma8or gaps, not going

very well. 'arly stages of deployment,

needs to be modified in order to really work.

ero 2ase 0% o improvements are planned for the

organi!ation, organi!ation reacts to each

and every change imposed upon it.


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Baldrige Model

ment

through each

and summari!ed at

scoring the

u understand

"ctual esults

&utstanding performance improvements

with both internal and e4ternal benchmark

evidence to support improvement results.

erformance levels are very solid in most

areas of the business, performance is

benchmarked internally and e4ternally.


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+mprovement trends have been documented.

eed more pro-active indicators to move

the organi!ation into more effective

implementation.

ome areas of the business have reportedimprovements.

3ery few or no areas of the business have

reported favorable results. o overall trend

has been established.

o measurements in place to track any

improvements.


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SWOT Assessment Using the Malcolm Baldri

Category 1: eadershi! "#$ !oints%

Summari&e eadershi! Score

Senior Leadership:

1.01 '4tent of senior management involvement

1.0/ +ntegration of (uality by senior management

1.0: &verall effective communication on customer and (uality

1.07 'ffective leadership development

Managing for Quality:

1.0; "ccountability for (uality within various levels and functions

1.06 $ommunication to employees on customer and (uality issues

1.0< 'mployee support and training on (uality issues1.05 einforcement by )anagers to their employees

Social Responsibility:

1.09 +ntegration of social issues into the business

1.10 "ssessment of products and services on social issues

1.11 $ompany leadership on social issues

1.1/ 'vidence in support of social responsibility

eadershi! Scoring

The leadership category evaluates the committment and involvement of senior level manag

creating and sustaining a focus on values of (uality, such as customer satisfaction. trong l

is re(uired for integrating (uality into everything the company does, including social respon

50% to 100% range#

enior level management is strongly involved and behind (uality improvement within the co

)anagement is very supportive and working to form teams throughout the company.

enior managers are communicating clearly the vision and goals behind (uality improveme

it must interact with customers, suppliers, employees, and others in the value chain.

enior management is very committed to all continuous improvement efforts.

60% to 50% range#

)ost senior level managers are visibly involved in (uality improvement. enior managers a

with teams, suppliers, and other key players in process improvements. )anagement behavi

levels in the organi!ation reflects a commitment to (uality. enior management is actively pand communicating (uality improvement.

70% to 60% range#

enior level managers are sharing their ideas on (uality improvement with customers, empl

suppliers, and other key players. )anagement performance is linked to (uality. )any parts

organi!ation are actively engaged in (uality programs. enior level leadership is supportive

strategic (uality initiatives.


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/0% to 70% range#

" few senior level e4ecutives are supportive of (uality improvement. 'mployees are encour

become more involved. $ommunication is top down and not across organi!ational boundari

$ontinuous improvement programs are up and running in some parts of the company. &ver

organi!ational policies do support (uality improvement.

0% to /0% range#enior management has yet to develop and launch (uality improvement as a ma8or strategi

There is no real committment by leadership on making (uality a high priority. enior manag

not engaged with customers, suppliers, employees, and others on how to improve (uality. T

is no concern for things like social responsibility.

'nter Scores for eadershi! Criteria

Criteria

Number Criteria Description Question

1.01 To what e4tent is senior level management involved in the

company=s (uality improvement efforts> This includes planning,communicating, measuring, changing, mentoring, etc.

0% 100% 'nter % score ?@

1.0/ +s senior level management integrating the values of (uality into

everything they say and do, internally and e4ternally>

0% 100% 'nter % score ?@

1.0: +s senior level management effectively communicating the

company=s focus on customer and (uality to all levels within

the organi!ation>

0% 100% 'nter % score ?@

1.07 Aow effective is senior management in developing and reviewing

their own leadership skills and abilities, learning to become more

personally involved within the organi!ation>

0% 100% 'nter % score ?@

1.0; o you have specific guidelines and standards for holding

managers accountable for (uality, including supervisors and

others, designed for different levels and functions within the compan

0% 100% 'nter % score ?@

1.06 " focus on the customer and (uality are effectively communicated to

all employees within the company.0% 100% 'nter % score ?@

1.0< 'mployees have regular training and support to reduce errors and

improve (uality, including comparisons to planned improvements.

0% 100% 'nter % score ?@

1.05 Aow effective are managers and supervisors at reinforcing the custo

focus and (uality values amongst employees> "re managers and


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supervisors evaluated on this reinforcement>

0% 100% 'nter % score ?@

1.09 The organi!ation has strongly integrated ethics, public responsibility,

environmental protection, and safety into its business practices.

0% 100% 'nter % score ?@

1.10 The organi!ation plans ahead to consider the reaction and impact a

product or service may have on the local community, environment, a

human safety.

0% 100% 'nter % score ?@

1.11 The organi!ation is considered a leading corporate citi!en within its

local community.

0% 100% 'nter % score ?@

1.1/ oes the organi!ation have evidence, such as trend data, to clearly

that it is addressing social issues and is actively involved in commun

services, education, environmental protection, health care, and othepublic (uality programs>

0% 100% 'nter % score ?@


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e Model

"vg % Total Total

% score by ub oints by oints

$ategory ub $atg cored


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aged to

es.

all

c goal.

rs are

here

Criteria

Score


10/52

;0%

60%

nd

;0%

;0%

how

ity

60%


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Category (: Information and Analysis ")$ !oi

Summari&e Information * Analysis Score

Management of Data:

/.01 )easurement of critical data for decision making

/.0/ eliability and timeliness of data

/.0: 'valuation and improvements to data

Competiti!e "nalysis:

/.07 eployment of competitive data analysis

/.0; cope and application of competitive data analysis

/.06 riving change to critical parts of the business

/.0< +mprovements to competitive analysis"nalysis and #se of Data:

/.05 ystematic analysis of data in critical areas

/.09 $ontinuous improvement to data management practices

/.10 $ollection, transformation, and distribution of data

/.11 )ethods and techni(ues deployed

Information * Analysis Scoring

50% to 100% range#

Buality related data is fully integrated and distributed easily within the organi!ation. roces

information management are timely, accurate, and useful throughout the entire company. B

readily available for various processes within the company. ata is analy!ed and transforminformation for identifying new opportunities for improvement. 2enchmarks and comparison

drive continuous (uality improvements.

60% to 50% range#

'mployees and others have easy access to data in most parts of the company. Cor the mo

and processes are in place for ensuring that data is complete, accurate, timely, and useful.

using (uality data for decision making. $omparative data is used for planning and making i

)easurements are in place for most products and services.

70% to 60% range#

)any parts of the company have processes in place for timely, accurate, complete, and use

employees have access to data for decision making. ata is used in most processes. omservices are measured and benchmarked using comparative data. )easurements do e4ist

ob8ectives related to products andDor services.

/0% to 70% range#

ome processes are in place, providing timely, accurate, complete, and useful data. ata is

is used for decision making. ata is collected and used on some customers, suppliers, and

functions of the company. " centrali!ed group analy!es the data, but useful information is r

few parts of the organi!ation. ata analysis tends to be limited, not driving ma8or improvem


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0% to /0% range#

ata is primarily used for traditional reporting functions. $omparative analysis is not in plac

critical processes use (uality data for improvement. Eittle or no data is collected and used f

improvements with customers and suppliers. ata analysis is 8ust beginning to take place f

improvement pro8ects.

'nter Scores for Information * Analysis Criteria

Criteria


/.01 oes the organi!ation measure data related to customers, products,

supplier performance, financial performance, and employee perform

+s this data useful and understandable to decision makers>

0% 100% 'nter % score ?@

/.0/ Aow reliable is data to the decision maker and is this data distribute

decision makers on a timely basis>0% 100% 'nter % score ?@

/.0: Aow do you evaluate and improve data management practices, suc

shortening the process cycle and transforming data into useful infor

0% 100% 'nter % score ?@

/.07 oes your organi!ation use e4ternal benchmarks and competitive d

drive improvements, operating performance, and planning>

0% 100% 'nter % score ?@

/.0; Aow e4tensive is the competitive benchmarking data>

0% 100% 'nter % score ?@

/.06 +s the organi!ation using benchmarking to improve critical processes

create innovation, and reach planned targets>

0% 100% 'nter % score ?@

/.0< oes the organi!ation evaluate and revise the scope and accuracy o

benchmarking data to improve planning and improve performance>

0% 100% 'nter % score ?@

/.05 oes the organi!ation systematically analy!e data for determining

customer trends, problems, new opportunities, and areas for improv

0% 100% 'nter % score ?@

/.09 +s 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% 'nter % score ?@

/.10 oes the organi!ation collect key cost, financial, operating, and othe

data, translating it into useful information for employees and other


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decision makers, supporting both operating and long-term planning

decisions>

0% 100% 'nter % score ?@

/.11 Aow does the organi!ation reduce cycle times and improve the

integrity of data for decision makers>

0% 100% 'nter % score ?@


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e Model

ts%"vg % Total Total



50%

50%


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. &nly a few

r making

r minor

Criteria

Score

ance>

50%

to

50%

as

ation>


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60%

60%


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Category +: Strategic ,lanning "-. !oints%

Summari&e Strategic ,lanning Score

$he %lanning %rocess:

:.01 +ntegration of planning into all parts of the business

:.0/ +ntegration of processes into planning decisions

:.0: 'nterprise wide planning

:.07 $ontinuous improvements to planning

%erformance %lanning:

:.0; ecognition of (uality within planning

:.06 haring of planning decisions

:.0< +ntegration of planning and (uality goals:.05 ro8ections and targets for planning

Strategic ,lanning Scoring

50% to 100% range#

trategic planning is used regularly to develop goals and ob8ectives for improving (uality. "ll

company participate in some form of strategic planning. 'mployees, suppliers, customers,

stakeholder groups are actively engaged in strategic planning decisions. )anagement is ve

planning related activities. trategic planning includes key performance indicators, surveys,

data, and other (uality information to ensure that strategic planning is strong and viable for

the company.

60% to 50% range#

The organi!ation has established a complete strategic plan for addressing (uality improve

mission, vision, goals, specific tasks, targets and programs. " broad planning process is us

customers, suppliers, and employees. The strategic planning process includes key (uality i

benchmarks, and other (uality information. &perating plans are developed throughout the e

linked to the company=s overall strategy. )anagers are held accountable for meeting strate

70% to 60% range#

Fey organi!ational units have operating plans in place, linked to the company=s overall strat

are held accountable for meeting strategic goals. The strategic planning process uses som

surveys, and other benchmark data. enior level management approves the final strategic

/0% to 70% range#

Fey functional parts of the organi!ation have strategic goals. The overall organi!ation does

planning process. ome involvement from customers and suppliers does take place within t

planning process. $ustomer data is used to assist with strategic planning. enior managem

the final strategic plan.

0% to /0% range#

trategic planning is not visible or understood within the organi!ation. enior management


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strategy with no input from customers, suppliers, employees, or other stakeholder groups.

plan is very GinwardG thinking with little focus on the customer.

'nter Scores for Strategic ,lanning Criteria

CriteriaNumber Criteria Description Question

:.01 Aow is overall planning integrated into lower level planning at busine

unit levels and department levels for short term and long term decisi

0% 100% 'nter % score ?@

:.0/ oes the organi!ation re-align or re-engineer a process to make sur

fits with strategies for work performance>

0% 100% 'nter % score ?@

:.0: trategic plans are deployed throughout the entire company.

0% 100% 'nter % score ?@

:.07 +s the strategic planning process evaluated and improved on a

regular basis>

0% 100% 'nter % score ?@

:.0; oes the company have ma8or (uality improvement goals and

ob8ectives within its strategy>

0% 100% 'nter % score ?@

:.06 Aow effective is the company at sharing and deploying its short term

goals with employees, suppliers, and others who have to e4ecute on

the strategy>0% 100% 'nter % score ?@

:.0< Aow does the organi!ation=s long term goals relate to improving

(uality>

0% 100% 'nter % score ?@

:.05 Aow does the organi!ation pro8ect out benefits from long term and s

term planning> Aow does this compare to key benchmarks>

0% 100% 'nter % score ?@


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"vg % Total Total




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he strategic

CriteriaScore

ss

ns>


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Category /: 0uman esources "1$. !oints%

Summari&e 0uman esource Score

&R %lanning and Management:

7.01 Auman resource plans linked to strategy

7.0/ Auman resource plans linked to (uality improvement goals

7.0: Hse of employee data for improvements

'mployee (n!ol!ement:

7.07 +ncentives for employee involvement in (uality improvement

7.0; 'mpowerment of employees for (uality improvement

7.06 )easure and monitor employees for (uality improvement

7.0< Iide spread involvement and key indicators'ducation and $raining:

7.05 evelopment of training and education programs

7.09 Eink between training and the 8ob

7.10 )easure the impact of training as it relates to the 8ob

7.11 )easure by various categories

'mployee %erformance ) Recognition:

7.1/ eward and recognition for (uality contributions

7.1: eview and improve various recognition programs

7.17 Trend data on recognition programs

7.1; $ontinuous improvement of various programs

'mployee Satisfaction:

7.16 evelopment of employee services7.1< "ssessment of employee satisfaction

7.15 Trend data on employee services

0uman esource Scoring

50% to 100% range#

Cull implementation and integration of employee growth plans, including training programs,

career development paths, evaluation D self-awareness processes, compensation, empowe

and measurable results. 3ery high levels of involvement by employees in day to day operati

and planning the business. eople work well within teams and across organi!ational functio

trong recognition programs are in place for rewarding employees who improve (uality. Th

organi!ation is very sensitive to the needs and re(uirements of employees, working hard tosure employees are productive and satisfied.

60% to 50% range#

enior management and most middle level managers are very supportive of strong human

practices to build and develop employees. Iork teams and groups are empowered, providi

improvements in almost every part of the business. 'mployees have (uick access to data f

and sharing of information in most parts of the company. 'mployee ideas for making impro

is strongly encouraged and acted upon throughout most of the organi!ation.


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70% to 60% range#

)any parts of the organi!ation have empowered their employees through cross functional t

sharing of information. The company has an overall plan to fully develop its human resourc

'mployees are rewarded for making improvements to (uality. )anagement supports the de

employees in many parts of the organi!ation. The organi!ation is sensitive to the needs of

/0% to 70% range#

'mployee empowerment is not encouraged throughout the company. ewards and recogni

(uality improvement is not fully deployed at all levels within the company. )ost of the focus

individual employee recognition and not teams or groups. ot all employee development pr

linked to the company=s strategy and (uality ob8ectives. The organi!ation does not consiste

the needs and re(uirements of employees.

0% to /0% range#

Training and fundamental development of employees is not widely practiced. Cew employe

empowered and no priority is given to building the human resources of the company. ewa

recognition programs are not focused on employee performance and (uality improvement.

managers support human resource development, but no real leadership e4ists from the top

'nter Scores for 0uman esource Criteria

Criteria


7.01 "re human resource plans driven by the company=s strategy to impr

(ualityJ i.e. training, hiring, empowerment, teams, etc.>

0% 100% 'nter % score ?@

7.0/ "re the company=s human resource strategies related to (uality

improvement goals>0% 100% 'nter % score ?@

7.0: Aow does the organi!ation use employee related data to improve

human resource management hiring practices, training, etc.*>

0% 100% 'nter % score ?@

7.07 Aow does the organi!ation promote employee contributions to

(uality performance goals>

0% 100% 'nter % score ?@

7.0; oes the organi!ation give employees the authority and support

for solving problems and making improvements within theirwork area>

0% 100% 'nter % score ?@

7.06 oes the organi!ation measure and evaluate the effectiveness

of employee involvement, empowerment, and innovation>

0% 100% 'nter % score ?@

7.0< oes the organi!ation encourage employee involvement at all


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levels and does the organi!ation have key indicators to monitor

employee involvement>

0% 100% 'nter % score ?@

7.05 oes the organi!ation systematically assess the needs of the

workforce and develop plans for training and education at

various levels and categories of employment>0% 100% 'nter % score ?@

7.09 +s actual training of the employee reinforced as part of the 8ob

and actually applied to the work area>

0% 100% 'nter % score ?@

7.10 oes the organi!ation use indicators to assess that training is

helping to improve both the employee and the (uality of work

within the respective work area>

0% 100% 'nter % score ?@

7.11 oes the ogani!ation measure employee training by 8obcategory>

0% 100% 'nter % score ?@

7.1/ oes your performance and recognition system support (uality

improvement goals>

0% 100% 'nter % score ?@

7.1: oes the organi!ation regularly review and improve its compensatio

performance measurement, and recognition programs>

0% 100% 'nter % score ?@

7.17 oes the organi!ation have evidence and data on employeerecognition programs, such as types of awards, locations, and

other trend information over the last few years>

0% 100% 'nter % score ?@

7.1; oes the organi!ation continuously work to improve safety,

health, morale, and overall satisfaction of its employees>

0% 100% 'nter % score ?@

7.16 oes the organi!ation work proactively to develop employee

services, such as day care, car pooling, and other services

that enhance overall employee satisfaction>

0% 100% 'nter % score ?@

7.1< Aow does the organi!ation assess and evaluate overall

employee satisfaction>

0% 100% 'nter % score ?@

7.15 oes the organi!ation have supporting data related to

improvements for employees, such as safety, absenteeism,

turnover, grievances, customer complaints, and other (uality


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factors that demonstrate employee satisfaction>

0% 100% 'nter % score ?@


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ams and the

capital.

velopment of

mployees.

ion for

is on

ograms are

tly support

s are

d and

few

.

Criteria

Score

ve


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60%


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60%


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Category $: ,rocess Management "1/. !oints

Summari&e ,rocess Management Score

Design ) (ntroduction of %roducts and Ser!ices:

;.01 $ustomer information for design of products D services

;.0/ esign and testing of new products D services

;.0: Eife cycle management

%roduction and Deli!ery %rocesses:

;.07 $ontrol over processes, including errors and defects

;.0; ystematic approach for evaluation and assessment

*usiness and Support Ser!ice %rocesses:

;.06 Buality control in business and support service processes;.0< Hse of key indicators

;.05 +dentification of areas for improvement

Supplier Quality:

;.09 $ommunication of (uality standards to suppliers

;.10 Buality assurance program

;.11 'valuation and improvement of procurement process

;.1/ $ooperative relationship with suppliers

Quality "ssurance:

;.1: "udits and assessments of products and services

;.17 esolve and correct errors, defects, and other issues

,rocess Management Scoring

50% to 100% range#

rocesses are well documented and controlled throughout the entire company. ractices ar

consistently evaluate and improve processes. $ritical processes are sub8ect to rigid assess

regular basis. "nalytical techni(ues are in place to identify and solve process management

artnerships with suppliers and other stakeholders have been established to better manag

the benefit of all players.

60% to 50% range#

)ost parts of the business have documented and controlled their processes. There is a stro

for assessing and improving a process throughout almost every part of the organi!ation. Themphasis on supplier (uality and partnering with other stakeholders to improve processes.

assessments are made of critical processes to ensure the company is meeting customer re

"nalytical problem solving tools are used in almost every part of the business to identify an

70% to 60% range#

)any parts of the business are driving process improvement with the use of customer data.

in many parts of the business to control the process. roblem solving tools are used in mos

organi!ation for analy!ing and improving a process. )any parts of the business regularly a


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processes. reventitive measures are used to help monitor and ensure that (uality standar

/0% to 70% range#

The emphasis on process management is more on evaluate and react as opposed to preve

uppliers are managed based on costs and not strong business relationships for process i

solving tools are used in some parts of the business. $ore processes are sub8ect to assess

ome customer input is sought in pursuit of process improvement.

0% to /0% range#

Buality assurance managers are solely responsible for making improvements to the busine

or customer input is sought in trying to improve core processes. uppliers are not viewed a

the business. 3ery few if any problem solving tools are in place for analy!ing and identifying

rocesses may get evaluated, but no real emphasis is made on prevention.

'nter Scores for ,rocess Management Criteria

Criteria


;.01 oes the organi!ation systematically gather customer needs

and desires, and then translate these customer inputs into

revisions, modifications, or other standards for products D services>

0% 100% 'nter % score ?@

;.0/ Aow does the organi!ation design and test a new product or

service>

0% 100% 'nter % score ?@

;.0: oes the organi!ation evaluate and shorten the design processes

for new products and services>

0% 100% 'nter % score ?@

;.07 oes the organi!ation have control over processes, including control

over variations and defects in processes that are used for producing

and delivering products and services>

0% 100% 'nter % score ?@

;.0; oes the organi!ation use a systematic and standard approach

to evaluating processes for better (uality, cycle times, defects,

and other operating performance attributes>

0% 100% 'nter % score ?@

;.06 Aow does the organi!ation manage (uality control as it relatesto routine business processes and support services such as

human resource, finance, legal, payroll, public relations, etc.*>

0% 100% 'nter % score ?@

;.0< oes the organi!ation capture, maintain, and use key indicators

for business and support services>

0% 100% 'nter % score ?@


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;.05 Aow does the organi!ation identify areas for improvement>

0% 100% 'nter % score ?@

;.09 oes the organi!ation clearly communicate (uality standards

and re(uirements to suppliers>

0% 100% 'nter % score ?@

;.10 oes the organi!ation have a (uality assurance process to

ensure that suppliers are meeting (uality re(uirements>

0% 100% 'nter % score ?@

;.11 oes the organi!ation evaluate and improve its procurement

policies and practices>

0% 100% 'nter % score ?@

;.1/ oes the organi!ation have a cooperative relationship with its

suppliers, including reward programs, certification and other

policies that build long-term relationships>

0% 100% 'nter % score ?@

;.1: oes the organi!ation audit or evaluate its products and services,

including the systems and processes that create and manage

products and services>

0% 100% 'nter % score ?@

;.17 oes the organi!ation regularly followup with assessments and

effectively corrects the problem or resolve the issue that was

identified>

0% 100% 'nter % score ?@


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50%


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s are met.

ntitive control measures.

provement. roblem

ents and evaluations.

s processes. o supplier

partners in helping run

process problems.

Criteria

Score

50%


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50%

50%

50%

50%


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Category -: O!erating esults "12. !oints%

Summari&e O!erating esult Scores

%roduct and Ser!ice Quality Results:

6.01 Aistorical data on product and service (uality

6.0/ $ompetitive benchmarking

+perating Results:

6.0: )easurement of operating results

6.07 $ompetitive benchmarking

*usiness and Support Ser!ice Results:

6.0; ata collection and measurement

6.06 2est in class benchmarksSupplier Quality Results:

6.0< )easurement of supplier results

6.05 $omparable benchmarks

O!erating esult Scoring

50% to 100% range#

$ustomer satisfaction and other measurements clearly show high levels of customer satisfa

&verall trends are very positive when it comes to improving processes throughout the entire

processes that cut across business functions and stakeholder groups. "ny negative trend is

upon with a plan for turning the trend around. upplier data also shows strong positive trenimprovements within the supply chain. upport services have shown solid results in making

efficient and effective.

60% to 50% range#

)ost operating performance indicators are very positive. $ustomers and supplier surveys a

show solid improvement over the last few years. $omparative measurements and benchma

company is ranked in the top of its industry for most core processes. )ost parts of the orga

demonstrated through measurement numerous improvements - better (uality, higher produ

lower cycle times, etc.

70% to 60% range#

$ustomer satisfaction surveys indicate positive results and critical supplier standards are band benchmark measurements are documented and in place within key areas of the comp

performance indicators are favorable for critical parts of the organi!ation.

/0% to 70% range#

roduct andDor service results are showing signs of improvement. "dditionally, customer su

improvement. ome suppliers are able to meet (uality standards, however more improvem

ome parts of the business are showing positive trends. )easurements for monitoring resu

entire organi!ation are not yet in place. )ore comprehensive results are needed.


36/52

0% to /0% range#

There is only minor evidence of performance improvement. &verall, results are not favorabl

as customer satisfaction are not measured. upplier improvements are not measured. o c

are used to monitor results. &nly a few parts of the organi!ation are measuring improveme

'nter Scores for O!erating esult Criteria

Criteria


6.01 oes the organi!ation have at least two years of data related to

(uality improvements in its products and services>

0% 100% 'nter % score ?@

6.0/ Aow does the organi!ation compare its (uality results with

the competition>

0% 100% 'nter % score ?@

6.0: oes the organi!ation measure operating performance cycle times,

productivity, defects, errors, etc.*>

0% 100% 'nter % score ?@

6.07 Aow does the organi!ation=s operating performance compare with

that of the competition>

0% 100% 'nter % score ?@

6.0; oes the organi!ation collect (uality improvement data related to

general business and support services>

0% 100% 'nter % score ?@

6.06 oes competitive benchmarking indicate that the organi!ation

is better than the overall industry and a world leader>

0% 100% 'nter % score ?@

6.0< oes the organi!ation measure and track supplier results and

(uality>

0% 100% 'nter % score ?@

6.05 Aow does the supplier=s (uality results compare to that of

other comparable suppliers>

0% 100% 'nter % score ?@


37/52

e Model

"vg % Total Total



50%


38/52

e. Fey indicators such

omparative benchmarks

ts.

Criteria

Score

50%


39/52


Category ): Customer "+.. !oints%

Summari&e Customer Scores

Customer ',pectations:


40/52

70% to 60% range#

$ustomer surveys are used throughout the company for continuous improvements. $ustom

well trained for servicing the customer base. The company promotes customer awareness

ystems are in place for moving customer feedback into various product and service lines.

/0% to 70% range#

)ost customers are identifiedJ however there is no overall system for collecting continous fimprove customer service. Buality standards are improved for some products and services i

improve customer service. The future needs of customers is not considered. enior manag

always receptive to new ideas for improving customer service. ome customer groups are

managed differently than others.

0% to /0% range#

Cew if any customer standards are in place. )ost of the focus is on solving a customer=s pr

occurs, but little emphasis is placed on trying to improve the overall process and prevent th

from recurring again. $ustomer feedback is poor and rarely considered when developing se

The main form of customer feedback is customer complaints. roducts and services have b

for (uality in the eyes of the customer.

'nter Scores for Customer Criteria

Criteria


0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@


41/52

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@

0% 100% 'nter % score ?@


42/52


43/52

e Model

"vg % Total Total




44/52

er contacts are

nd satisfaction.

edback toin order to

ment is not

egmented and

blem once it

same problem

rvice and products.

ad reputations

Criteria

Score


45/52

50%


46/52


47/52

SWOT Assessment Using

the Malcolm Baldrige Model

3uick O4er4ie5

Ma,imum Score

1.0 Eeadership 9;

/.0 +nformation and "nalysis


48/52

"nalysis

la

)a


49/52

-our "ssessment Score %ercentage

;9 6/% $olor coring#

;0 6


50/52

nning

$apital

)anagement

&peratingesults

atisfaction

4imum core Your "ssessment core


51/52

age ;1

6or the 7ear 'nded: (..(

e4enue:

8ross Sales M/,010,000

Eess# ales eturns and "llowances M;0,000*

9et Sales (;.-.;...Cost of 8oods Sold:

irect )aterial $ost M:/0,000

irect Eabor $ost M;00,000

&ther irect $osts M1/;,000

Cost of 8oods Sold #/$;...

8ross ,rofit "oss% 1;11$;...

'

"dvertising M;,000

"morti!ation M:,000

2ad ebts M1,000

2ank $harges M1,000

$haritable $ontributions M/,1::$ommissions M11,000

$ontract Eabor M7,000

$redit $ard Cees M6,000

elivery '4penses M1,000

epreciation M:,000

ues and ubscriptions M1,000

'4ecD&wner salaries M190,000

+nsurance M1,000

+nterest M1,000

)aintenance M1,000

)iscellaneous M6,000

&ffice '4penses M7:,000&perating upplies M15,000

ayroll Ta4es M17,000

ermits and Eicenses M6,000

ostage M6,000

rofessional Cees M100

roperty Ta4es M;,;;

balridge assesment excel

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