Professional Documents
Culture Documents
0%
Excellent
Above Average
Below Average
Poor
Zero Base
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.
m Baldrige Model
% score
Avg %
Total
by Sub Points by
Category Sub Catg
Total
Points
Scored
70%
60%
70%
60%
65%
45
29
70%
80%
60%
50%
65%
25
16
60%
50%
50%
60%
55%
25
14
95
59
Total Points
level management in
ion. Strong leadership
ocial responsibilities.
omers, employees,
Many parts of the
s supportive of
s are encouraged to
nal boundaries.
mpany. Overall
Criteria
Score
70%
60%
70%
60%
the company?
70%
municated to
ng the customer
80%
60%
50%
esponsibility,
60%
vironment, and
50%
50%
a, to clearly show
d in community
re, and other
60%
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
m Baldrige Model
(75 points)
% score
Avg %
Total
by Sub Points by
Category Sub Catg
Total
Points
Scored
80%
80%
70%
77%
15
12
60%
60%
70%
60%
63%
20
13
65%
40
75
26
50
70%
70%
60%
60%
Total Points
Criteria
Score
rs, products,
yee 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%
60%
60%
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.
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
Avg %
Total
by Sub Points by
Category Sub Catg
70%
60%
60%
50%
90%
70%
70%
60%
Total Points
Total
Points
Scored
60%
35
21
73%
25
60
18
39
Criteria
Score
ng at business
g term decisions?
70%
to make sure it
60%
60%
50%
90%
ts short term
o execute on
70%
70%
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
m Baldrige Model
% score
Avg %
Total
by Sub Points by
Category Sub Catg
Total
Points
Scored
70%
60%
70%
67%
20
13
70%
60%
60%
60%
63%
40
25
70%
60%
70%
70%
68%
40
27
70%
60%
60%
80%
68%
25
17
63%
25
150
16
98
70%
60%
60%
Total Points
g programs,
on, empowerment,
o day operations
tional functions.
e quality. The
rking hard to make
ew employees are
mpany. 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%
processes. Preventitive measures are used to help monitor and ensure that quality standards are met.
0% to 20% range:
Quality assurance managers are solely responsible for making improvements to the business processes. No suppl
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
m Baldrige Model
40 points)
% score
Avg %
Total
by Sub Points by
Category Sub Catg
Total
Points
Scored
80%
70%
80%
77%
40
31
70%
70%
70%
35
25
70%
80%
80%
77%
30
23
80%
80%
80%
70%
78%
20
16
80%
70%
75%
15
11
140
105
Total Points
Criteria
Score
80%
70%
80%
uding control
or producing
70%
70%
70%
80%
80%
80%
80%
80%
70%
80%
70%
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.
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
Avg %
Total
by Sub Points by
Category Sub Catg
Total
Points
Scored
80%
70%
75%
70
53
70%
70%
70%
50
35
70%
60%
65%
25
16
70%
60%
65%
35
180
23
127
Criteria
Score
80%
70%
(cycle times,
70%
70%
70%
60%
70%
60%
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.
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.
m Baldrige Model
% score
Avg %
Total
by Sub Points by
Category Sub Catg
Total
Points
Scored
70%
70%
60%
67%
35
23
70%
70%
60%
70%
80%
70%
70%
70%
65
46
70%
80%
75%
15
11
70%
80%
70%
73%
30
22
70%
60%
65%
85
55
67%
70
300
47
204
60%
70%
70%
Total Points
continous feedback to
and services in order to
enior management is not
groups are segmented and
Criteria
Score
70%
70%
60%
70%
70%
60%
70%
80%
70%
70%
70%
80%
70%
80%
70%
70%
60%
60%
70%
70%
The Malcolm Baldrige Quality Improvement Program provides guidelines for improving
and scored for assessing overall quality performance within the organization. The 91 cri
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!
Information and
Analysis
Strategic
Planning
Human Resource
Capital
Maximum Score
Your Assess
100
50
0
Leadership
Information and
Analysis
Strategic
Planning
Human Resource
Capital
Maximum Score
Your Assess
nt Program provides guidelines for improving quality within an organization. 91 criteria are evaluated
rformance within the organization. The 91 criteria fall into 7 categories, as summarized below:
Color Scoring:
Good overall score
Caution - needs to improve
Poor - needs major improvement
100%
69%
49%
nd
Strategic
Planning
Human Resource
Capital
Maximum Score
Process
Management
Quality and
Operating
Results
Customer
Satisfaction
nd
Strategic
Planning
Human Resource
Capital
Maximum Score
Process
Management
Quality and
Operating
Results
Customer
Satisfaction
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
Page 52