Swot by Baldrige

8/12/2019 Swot by Baldrige

1/52

SWOT Assessment Using the CURRENT HOTEL PERFORMANCE

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 atthe top of this spreadsheet. Additional instructions appear within each tab to assist you with scoring the

respective category.

All input cells are highlighted in: 0%

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 andtechniques 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 demonstrateimprovement, 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:

PercentScore Actual Results

Best in Class 100% Very strong improvement process supported Outstanding performance im

by hard evidence, completely deployed in all with both internal and externparts of the organization. evidence to support improve

Excellent 80% Solid approach and deployment of quality Performance levels are very

improvement covering almost every part of areas of the business, perforthe organization, strong factual evidence to benchmarked internally and

backup improvement process.

Above Average 60% A sound approach has been used in the Improvement trends have beprimary parts of the business. More Need more pro-active indica

emphasis on improvement is needed to the organization into more efreach other parts of the business. implementation.

Below Average 40% Implementation is generally working and Some areas of the businessthe overall approach is reasonably sound. improvements.

Primary parts of the business have not yetrealized signficant improvements.

Poor 20% Implementation has major gaps, not going Very few or no areas of the b

very well. Early stages of deployment, reported favorable results. Nneeds to be modified in order to real ly work. has been establ ished.

Zero Base 0% No improvements are planned for the No measurements in place torganization, organization reacts to each improvements.

and every change imposed upon it.

Implementation and Deployment


2/52


3/52

SWOT Assessment Using the Malcolm Baldri

Category 1: Leadership (95 points)

Summarize Leadership Score

Senior Leadership:

1.01 Extent of senior management involvement1.02 Integration of quality by senior management1.03 Overall effective communication on customer and quality1.04 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 issues1.07 Employee support and training on quality issues1.08 Reinforcement by Managers to their employees

Social Responsibility:

1.09 Integration of social issues into the business1.10 Assessment of products and services on social issues1.11 Company leadership on social issues1.12 Evidence in support of social responsibility

Leadership Scoring

The leadership category evaluates the committment and involvement of senior level managcreating and sustaining a focus on values of quality, such as customer satisfaction. Strong lis required for integrating quality into everything the company does, including social respons

80% to 100% range:Senior level management is strongly involved and behind quality improvement within the coManagement is very supportive and working to form teams throughout the company.Senior managers are communicating clearly the vision and goals behind quality improvemeit 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 arwith teams, suppliers, and other key players in process improvements. Management behavilevels in the organization reflects a commitment to quality. Senior management is actively p

and communicating quality improvement.

40% to 60% range:Senior level managers are sharing their ideas on quality improvement with customers, emplsuppliers, and other key players. Management performance is linked to quality. Many parts

organization are actively engaged in quality programs. Senior level leadership is supportivestrategic quality initiatives.

20% to 40% range:


4/52

A few senior level executives are supportive of quality improvement. Employees are encourbecome more involved. Communication is top down and not across organizational boundariContinuous improvement programs are up and running in some parts of the company. Over

organizational policies do support quality improvement.

0% to 20% range:

Senior management has yet to develop and launch quality improvement as a major strategiThere is no real committment by leadership on making quality a high priority. Senior managnot engaged with customers, suppliers, employees, and others on how to improve quality. Tis 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 thecompany'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 intoeverything they say and do, internally and externally?

0% 100% Enter % score =>

1.03 Is senior level management effectively communicating thecompany's focus on customer and quality to all levels withinthe organization?


1.04 How effective is senior management in developing and reviewing

their own leadership skills and abilities, learning to become morepersonally involved within the organization?


1.05 Do you have specific guidelines and standards for holdingmanagers accountable for quality, including supervisors andothers, designed for different levels and functions within the compan


1.06 A focus on the customer and quality are effectively communicated toall employees within the company.


1.07 Employees have regular training and support to reduce errors andimprove quality, including comparisons to planned improvements.


1.08 How effective are managers and supervisors at reinforcing the custofocus and quality values amongst employees? Are managers andsupervisors evaluated on this reinforcement?



5/52

1.09 The organization has strongly integrated ethics, public responsibility,environmental protection, and safety into its business practices.


1.10 The organization plans ahead to consider the reaction and impact a

product or service may have on the local community, environment, ahuman safety.


1.11 The organization is considered a leading corporate citizen within itslocal community.


1.12 Does the organization have evidence, such as trend data, to clearlythat it is addressing social issues and is actively involved in communiservices, education, environmental protection, health care, and otherpublic quality programs?



6/52

e Model

Avg % Total Total% score by Sub Points by Points

Category Sub Catg Scored55%50%55%60% 55% 45 25

55%

55%10%50% 43% 25 11

50%40%50%50% 48% 25 12

Total Points 95 47

ment inadership

ibilities.

pany.

t and how

e meetingor at allomoting

yees,f the

f


7/52

ged tos.

all

goal.rs are

here

Criteria

Score

55%

50%

55%

60%

?55%

55%

10%

er

50%


8/52

50%

d

40%

50%

howty

50%


9/52

SWOT Assessment Using the Malcolm Baldri

Category 2: Information and Analysis (75 poi

Summarize Information & Analysis Score

Management of Data:

2.01 Measurement of critical data for decision making2.02 Reliability and timeliness of data2.03 Evaluation and improvements to data

Competitive Analysis: 2.04 Deployment of competitive data analysis2.05 Scope and application of competitive data analysis

2.06 Driving change to critical parts of the business2.07 Improvements to competitive analysis

Analysis and Use of Data: 2.08 Systematic analysis of data in critical areas2.09 Continuous improvement to data management practices2.10 Collection, transformation, and distribution of data2.11 Methods and techniques deployed

Information & Analysis Scoring

80% to 100% range:

Quality related data is fully integrated and distributed easily within the organization. Processinformation management are timely, accurate, and useful throughout the entire company. Qreadily available for various processes within the company. Data is analyzed and transforme

information for identifying new opportunities for improvement. Benchmarks and comparisondrive continuous quality improvements.

60% to 80% range:Employees and others have easy access to data in most parts of the company. For the mosand processes are in place for ensuring that data is complete, accurate, timely, and useful.using quality data for decision making. Comparative data is used for planning and making iMeasurements 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 useemployees have access to data for decision making. Data is used in most processes. Some

services are measured and benchmarked using comparative data. Measurements do existobjectives related to products and/or services.

20% to 40% range:Some processes are in place, providing timely, accurate, complete, and useful data. Data is

is used for decision making. Data is collected and used on some customers, suppliers, andfunctions of the company. A centralized group analyzes the data, but useful information is refew parts of the organization. Data analysis tends to be limited, not driving major improveme


10/52

0% to 20% range:Data is primarily used for traditional reporting functions. Comparative analysis is not in placecritical processes use quality data for improvement. Little or no data is collected and used fo

improvements with customers and suppliers. Data analysis is just beginning to take place foimprovement projects.

Enter Scores for Information & Analysis Criteria

Criteria


2.01 Does the organization measure data related to customers, products,supplier performance, financial performance, and employee performIs this data useful and understandable to decision makers?


2.02 How reliable is data to the decision maker and is this data distributeddecision makers on a timely basis?


2.03 How do you evaluate and improve data management practices, suchshortening the process cycle and transforming data into useful infor


2.04 Does your organization use external benchmarks and competitive dadrive improvements, operating performance, and planning?


2.05 How extensive is the competitive benchmarking data?0% 100% Enter % score =>

2.06 Is the organization using benchmarking to improve critical processescreate innovation, and reach planned targets?


2.07 Does the organization evaluate and revise the scope and accuracy obenchmarking data to improve planning and improve performance?


2.08 Does the organization systematically analyze data for determiningcustomer trends, problems, new opportunities, and areas for improv


2.09 Is there a continuous process of improving data collection andanalysis, such as shortening the cycle time, making people moreproductive with better information, and providing easy access.


2.10 Does the organization collect key cost, financial, operating, and othedata, translating it into useful information for employees and otherdecision makers, supporting both operating and long-term planningdecisions?


11/52


2.11 How does the organization reduce cycle times and improve the

integrity of data for decision makers?0% 100% Enter % score =>


12/52

e Model

ts)Avg % Total Total

% score by Sub Points by Points Category Sub Catg Scored45%40%40% 42% 15 6

45%50%

50%50% 49% 20 10

50%50%40%50% 48% 40 19

Total Points 75 35

s for data and uality data is

d into useful

are used to

t part, technologiesost processes areprovements.

ful data. Many products and

n strategic

limited in how it

other critical stricted to a

nt initiatives.


13/52

. Only a fewr making

r minor

Criteria

Score

nce?

45%

to

40%

as ation?

40%

ta to

45%

50%

,

50%

its

50%

ment?50%

50%


14/52

40%

50%


15/52

SWOT Assessment

Category 3: Strategic Planning (60 points)

Summarize Strategic Planning Score

The Planning Process:

3.01 Integration of planning into all parts of the business3.02 Integration of processes into planning decisions3.03 Enterprise wide planning3.04 Continuous improvements to planning

Performance Planning:

3.05 Recognition of quality within planning

3.06 Sharing of planning decisions3.07 Integration of planning and quality goals3.08 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. Allcompany participate in some form of strategic planning. Employees, suppliers, customers, astakeholder groups are actively engaged in strategic planning decisions. Management is veplanning related activities. Strategic planning includes key performance indicators, surveys,

data, and other quality information to ensure that strategic planning is strong and viable forthe company.

60% to 80% range:The organization has established a complete strategic plan for addressing quality improvemmission, vision, goals, specific tasks, targets and programs. A broad planning process is uscustomers, suppliers, and employees. The strategic planning process includes key quality inbenchmarks, and other quality information. Operating plans are developed throughout the elinked to the company's overall strategy. Managers are held accountable for meeting strateg

40% to 60% range:

Key organizational units have operating plans in place, linked to the company's overall stratare held accountable for meeting strategic goals. The strategic planning process uses somesurveys, and other benchmark data. Senior level management approves the final strategic p

20% to 40% range:Key functional parts of the organization have strategic goals. The overall organization doesplanning process. Some involvement from customers and suppliers does take place within tplanning process. Customer data is used to assist with strategic planning. Senior managemthe final strategic plan.

0% to 20% range:Strategic planning is not visible or understood within the organization. Senior managementstrategy with no input from customers, suppliers, employees, or other stakeholder groups. T


16/52

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

Enter Scores for Strategic Planning Criteria

Criteria


3.01 How is overall planning integrated into lower level planning at busineunit levels and department levels for short term and long term decisi


3.02 Does the organization re-align or re-engineer a process to make surfits with strategies for work performance?


3.03 Strategic plans are deployed throughout the entire PROPERTY.0% 100% Enter % score =>

3.04 Is the strategic planning process evaluated and improved on aregular basis?


3.05 Does the PROPERTY 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 termgoals with employees, suppliers, and others who have to execute onthe strategy?


3.07 How does the organization's long term goals relate to improvingquality?


3.08 How does the organization project out benefits from long term and sterm planning? How does this compare to key benchmarks?



17/52


Category Sub Catg Scored50%55%50%50% 51% 35 18

50%

55%70%50% 56% 25 14

Total Points 60 32

levels of the nd other

y involved inbenchmark

ll parts of

ent, including d, involving

dicators, tire company,

ic goals.

gy. Managerskey indicators,lan.

ave a strategiche strategicent approves

evelops thehe strategic


18/52

Criteria

Score

sns?

50%

it

55%

50%

50%

50%

55%

70%

ort

50%


19/52

SWOT Assessment

Category 4: Human Resources (150 points)

Summarize Human Resource Score

HR Planning and Management:

4.01 Human resource plans linked to strategy4.02 Human resource plans linked to quality improvement goals4.03 Use of employee data for improvements

Employee Involvement:

4.04 Incentives for employee involvement in quality improvement4.05 Empowerment of employees for quality improvement

4.06 Measure and monitor employees for quality improvement4.07 Wide spread involvement and key indicators

Education and Training:

4.08 Development of training and education programs4.09 Link between training and the job4.10 Measure the impact of training as it relates to the job4.11 Measure by various categories

Employee Performance & Recognition:

4.12 Reward and recognition for quality contributions4.13 Review and improve various recognition programs4.14 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 satisfaction4.18 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, empower

and measurable results. Very high levels of involvement by employees in day to day operatiand planning the business. People work well within teams and across organizational functioStrong recognition programs are in place for rewarding employees who improve quality. Theorganization is very sensitive to the needs and requirements of employees, working hard to

sure employees are productive and satisfied.

60% to 80% range:Senior management and most middle level managers are very supportive of strong humanpractices to build and develop employees. Work teams and groups are empowered, providi

improvements in almost every part of the business. Employees have quick access to data fand sharing of information in most parts of the company. Employee ideas for making improis strongly encouraged and acted upon throughout most of the organization.


20/52

40% to 60% range:Many parts of the organization have empowered their employees through cross functional tesharing of information. The company has an overall plan to fully develop its human resource

Employees are rewarded for making improvements to quality. Management supports the deemployees in many parts of the organization. The organization is sensitive to the needs of e

20% to 40% range:Employee empowerment is not encouraged throughout the company. Rewards and recogniquality improvement is not fully deployed at all levels within the company. Most of the focus iindividual employee recognition and not teams or groups. Not all employee development prlinked to the company's strategy and quality objectives. The organization does not consistenthe needs and requirements of employees.

0% to 20% range:

Training and fundamental development of employees is not widely practiced. Few employeeempowered and no priority is given to building the human resources of the company. Rewarrecognition programs are not focused on employee performance and quality improvement.managers support human resource development, but no real leadership exists from the top.

Enter Scores for Human Resource Criteria

Criteria


4.01 Are human resource plans driven by the company's strategy to improquality; i.e. training, hiring, empowerment, teams, etc.?


4.02 Are the company's human resource strategies related to qualityimprovement goals?


4.03 How does the organization use employee related data to improvehuman resource management (hiring practices, training, etc.)?


4.04 How does the organization promote employee contributions toquality performance goals?


4.05 Does the organization give employees the authority and supportfor solving problems and making improvements within theirwork area?


4.06 Does the organization measure and evaluate the effectivenessof employee involvement, empowerment, and innovation?


4.07 Does the organization encourage employee involvement at alllevels and does the organization have key indicators to monitoremployee involvement?


21/52


4.08 Does the organization systematically assess the needs of the

workforce and develop plans for training and education atvarious levels and categories of employment?


4.09 Is actual training of the employee reinforced as part of the joband actually applied to the work area?


4.10 Does the organization use indicators to assess that training ishelping to improve both the employee and the quality of workwithin the respective work area?


4.11 Does the oganization measure employee training by jobcategory?


4.12 Does your performance and recognition system support qualityimprovement goals?


4.13 Does the organization regularly review and improve its compensationperformance measurement, and recognition programs?


4.14 Does the organization have evidence and data on employeerecognition programs, such as types of awards, locations, andother trend information over the last few years?


4.15 Does the organization continuously work to improve safety,health, morale, and overall satisfaction of its employees?


4.16 Does the organization work proactively to develop employeeservices, such as day care, car pooling, and other servicesthat enhance overall employee satisfaction?


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 toimprovements for employees, such as safety, absenteeism,turnover, grievances, customer complaints, and other qualityfactors that demonstrate employee satisfaction?



22/52


23/52


24/52


Category Sub Catg Scored10%40%40% 30% 20 6

40%50%

50%55% 49% 40 20

35%30%35%40% 35% 40 14

55%60%70%

65% 63% 25 16

70%

60%60% 63% 25 16

Total Points 150 71

ment,

nss.

make

esourceg valuable

r analysis ements


25/52

ams and thecapital.

velopment ofmployees.

ion fors ongrams aretly support

s ared and

few

Criteria

Score

ve

10%

40%

40%

40%

50%

50%


26/52

55%

35%

30%

35%

40%

55%

,

60%

70%

65%

70%

60%

60%


27/52


28/52

SWOT Assessment

Category 5: Process Management (140 point

Summarize Process Management Score

Design & Introduction of Products and Services: 5.01 Customer information for design of products / services5.02 Design and testing of new products / services5.03 Life cycle management

Production and Delivery Processes: 5.04 Control over processes, including errors and defects5.05 Systematic approach for evaluation and assessment

Business and Support Service Processes: 5.06 Quality control in business and support service processes5.07 Use of key indicators5.08 Identification of areas for improvement

Supplier Quality: 5.09 Communication of quality standards to suppliers5.10 Quality assurance program5.11 Evaluation and improvement of procurement process5.12 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 arconsistently evaluate and improve processes. Critical processes are subject to rigid assessregular basis. Analytical techniques are in place to identify and solve process management iPartnerships with suppliers and other stakeholders have been established to better managethe benefit of all players.

60% to 80% range:Most parts of the business have documented and controlled their processes. There is a strofor assessing and improving a process throughout almost every part of the organization. Th

emphasis on supplier quality and partnering with other stakeholders to improve processes.assessments are made of critical processes to ensure the company is meeting customer reAnalytical problem solving tools are used in almost every part of the business to identify and

40% to 60% range:

Many parts of the business are driving process improvement with the use of customer data.in many parts of the business to control the process. Problem solving tools are used in mostorganization for analyzing and improving a process. Many parts of the business regularly asprocesses. Preventitive measures are used to help monitor and ensure that quality standard


29/52

20% to 40% range:The emphasis on process management is more on evaluate and react as opposed to preve

Suppliers are managed based on costs and not strong business relationships for process isolving tools are used in some parts of the business. Core processes are subject to assessSome customer input is sought in pursuit of process improvement.

0% to 20% range:Quality assurance managers are solely responsible for making improvements to the busineor customer input is sought in trying to improve core processes. Suppliers are not viewed asthe business. Very few if any problem solving tools are in place for analyzing and identifyingProcesses may get evaluated, but no real emphasis is made on prevention.

Enter Scores for Process Management Criteria

Criteria


5.01 Does the organization systematically gather customer needsand desires, and then translate these customer inputs intorevisions, modifications, or other standards for products / services?


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 processesfor new products and services?


5.04 Does the organization have control over processes, including controlover variations and defects in processes that are used for producingand delivering products and services?


5.05 Does the organization use a systematic and standard approachto evaluating processes for better quality, cycle times, defects,and other operating performance attributes?


5.06 How does the organization manage quality control as it relatesto 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 indicatorsfor business and support services?


5.08 How does the organization identify areas for improvement?0% 100% Enter % score =>


30/52

5.09 Does the organization clearly communicate quality standardsand requirements to suppliers?


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 procurementpolicies and practices?


5.12 Does the organization have a cooperative relationship with its

suppliers, including reward programs, certification and otherpolicies that build long-term relationships?


5.13 Does the organization audit or evaluate its products and services,including the systems and processes that create and manageproducts and services?


5.14 Does the organization regularly followup with assessments and

effectively corrects the problem or resolve the issue that wasidentified?



31/52

)Avg % Total Total

% score by Sub Points by Points Category Sub Catg Scored70%50%50% 57% 40 23

55%50% 53% 35 18

45%55%55% 52% 30 16

55%30%30%30% 36% 20 7

30%

40% 35% 15 5

Total Points 140 69

in place toents on a

ssues.processes for

ng practice in place re is a strong

omprehensive uirements.

improve processes.

Standards are usedparts of theess their critical

s are met.


32/52

ntitive control measures.

provement. Problements and evaluations.

s processes. No supplierpartners in helping runprocess problems.

Criteria

Score

70%

50%

50%

55%

50%

45%

55%

55%


33/52

55%

30%

30%

30%

30%

40%


34/52

SWOT Assessment

Category 6: Operating Results (180 points)

Summarize Operating Result Scores

Product and Service Quality Results: 6.01 Historical data on product and service quality6.02 Competitive benchmarking

Operating Results: 6.03 Measurement of operating results6.04 Competitive benchmarking

Business and Support Service Results:

6.05 Data collection and measurement6.06 Best in class benchmarks

Supplier Quality Results: 6.07 Measurement of supplier results6.08 Comparable benchmarks

Operating Result Scoring

80% to 100% range:Customer satisfaction and other measurements clearly show high levels of customer satisfa

Overall trends are very positive when it comes to improving processes throughout the entireprocesses that cut across business functions and stakeholder groups. Any negative trend isupon with a plan for turning the trend around. Supplier data also shows strong positive trend

improvements within the supply chain. Support services have shown solid results in makingefficient and effective.

60% to 80% range:Most operating performance indicators are very positive. Customers and supplier surveys ashow solid improvement over the last few years. Comparative measurements and benchmacompany is ranked in the top of its industry for most core processes. Most parts of the orgademonstrated through measurement numerous improvements - better quality, higher produ

lower cycle times, etc.

40% to 60% range:Customer satisfaction surveys indicate positive results and critical supplier standards are be

and benchmark measurements are documented and in place within key areas of the compaperformance 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 su

improvement. Some suppliers are able to meet quality standards, however more improvemSome parts of the business are showing positive trends. Measurements for monitoring resulentire organization are not yet in place. More comprehensive results are needed.


35/52

0% to 20% range:There is only minor evidence of performance improvement. Overall, results are not favorablas customer satisfaction are not measured. Supplier improvements are not measured. No c

are used to monitor results. Only a few parts of the organization are measuring improvemen

Enter Scores for Operating Result Criteria

Criteria


6.01 Does the organization have at least two years of data related toquality improvements in its products and services?


6.02 How does the organization compare its quality results withthe competition?


6.03 Does the organization measure operating performance (cycle times,productivity, defects, errors, etc.)?


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 togeneral business and support services?


6.06 Does competitive benchmarking indicate that the organizationis better than the overall industry and a world leader?


6.07 Does the organization measure and track supplier results andquality?


6.08 How does the supplier's quality results compare to that ofother comparable suppliers?



36/52


37/52


Category Sub Catg Scored30%30% 30% 70 21

40%40% 40% 50 20

40%70% 55% 25 14

50%50% 50% 35 18

180 72

ction and loyalty.

company, includingimmediately acted

s in making

processes very

d other indicatorsrks reveal that theization have

tivity, lower costs,

ing met. Comparative

ny. All major key

veys indicate some

nts are needed.ts throughout the


38/52

. Key indicators such omparative benchmarks

ts.

Criteria

Score

30%

30%

40%

40%

40%

70%

50%

50%


39/52


40/52

SWOT Assessment

Category 7: Customer (300 points)

Summarize Customer Scores

Customer Expectations: 7.01 Determining customer requirements7.02 Determining new products and services7.03 Processes for determining customer requirements

Customer Relations Management: 7.04 Approaches and methods for building relationships7.05 Standards and processes for engaging with customers

7.06 Maximize opportunities for customers to engage7.07 Quality of customer relationship7.08 Use of customer feedback7.09 Internal support for personnel dealing with customers7.10 Evaluation of customer relationships

Customer Commitment: 7.11 Building trust and confidence with customers7.12 Image and reputation for quality

Determining Customer Satisfaction: 7.13 Determining customer satisfaction by segment7.14 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 indicatorsCustomer Satisfaction Comparison:

7.18 Customer satisfaction metrics vs. competition7.19 Measurement of customer turnover or churn7.20 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 verperformance for meeting customer needs and requirements. Additionally, measurements ar

customer repurchase patterns and other behavior relative to the competition and these meaare also very favorable. Management is very focused on the customer. Customer service antraining and development is mandated throughout the entire company. The organization is vcustomer driven, constantly trying to stay connected to the customer for improving quality aProducts and services have reputations for quality in the eyes of the customer, leading to cu

60% to 80% range:Effective customer feedback systems are in place, ensuring continuous improvement with cManagement is very focused on the customer, promoting programs that enhance customer


41/52

Senior management is very receptive to new ideas on how to improve customer service. Sprelated training is available and customers have easy to access resources for resolving thei

40% to 60% range:Customer surveys are used throughout the company for continuous improvements. Customwell trained for servicing the customer base. The company promotes customer awareness

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 feimprove customer service. Quality standards are improved for some products and services iimprove customer service. The future needs of customers is not considered. Senior managalways receptive to new ideas for improving customer service. Some customer groups are smanaged 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 proccurs, but little emphasis is placed on trying to improve the overall process and prevent the

from recurring again. Customer feedback is poor and rarely considered when developing seThe main form of customer feedback is customer complaints. Products and services have bfor quality in the eyes of the customer.

Enter Scores for Customer Criteria

Criteria


7.01 How does the organization determine current and long-termcustomer requirements?


7.02 How does the organization determine new products and servicesas well as new features for existing products and services?


7.03 How does the organization improve its processes foridentifying customer needs and requirements?


7.04 How does the organization build strong relationships with itscustomers?


7.05 What does the organization do to develop customer servicestandards and processes that gives the organization theability to engage with the customer?


7.06 How does the organization maximize opportunities forcustomers to comment and engage with the business?



42/52

7.07 How effective is your contact with the customer regarding yourproducts and services?


7.08 How does the organization use customer feedback and

complaints?0% 100% Enter % score =>

7.09 How does the organization ensure that customer contactemployees are properly aligned with customer segments,including proper training and tools for dealing with specificcustomers?


7.10 How does the organization evaluate its relationships withits customers?


7.11 How does the organization build trust and confidence in itsproducts and services?


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 satisfactionwithin its customer segments?


7.14 How does the organization's customer satisfaction rating compareto its competition?


7.15 How does the organization evaluate and improve its approach toanalyzing customer satisfaction in relation to the competition?


7.16 Does the organization collect trend data on customersatisfaction and customer retention?


7.17 Does the organization measure negative related attributesof customer service, such as complaints, refunds, claims,returns, failure to rebuy or repeat, downgrades, etc.?


7.18 Does the organization measure customer satisfaction withproducts and services in relation to the competition'scustomer satisfaction with its products and services?



43/52

7.19 Does your organization measure customer turnover?0% 100% Enter % score =>

7.20 Do trends indicate that the organization's market share isincreasing as a result of quality improvement initiatives?



44/52


Category Sub Catg Scored70%50%60% 60% 35 21

70%60%

60%70%59%70%70% 66% 65 43

70%80% 75% 15 11

70%70%

50% 63% 30 19

50%

60% 55% 85 47

60%70%70% 67% 70 47

Total Points 300 187.2881

y stronge tracking

surementsd relationship

eryd service.

stomer loyalty.

ustomer service.relationships.


45/52

ecific customer issues.

er contacts are nd satisfaction.

edback ton order toment is not

egmented and

blem once itsame problem

rvice and products. ad reputations

Criteria

Score

70%

50%

60%

70%

60%

60%


46/52

70%

59%

70%

70%

70%

80%

70%

70%

50%

50%

60%

60%


47/52

70%

70%


48/52

SWOT Assessment Using

the Malcolm Baldrige Model

Quick Overview

Maximum Score

1.0 Leadership 952.0 Information and Analysis 753.0 Strategic Planning 60

4.0 Human Resource Capital 1505.0 Process Management 1406.0 Quality and Operating Results 1807.0 Customer Satisfaction 300

Total Points 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%Fee l f ree to change these ranges to whateve r y

0

50

100

150

200

250

300

350

Leadership Information andAnalysis

Strategi

The Malcolm Baldrige Quality Improvement Program pand scored for assessing overall quality performance


49/52


50/52

Your Assessment Score Percentage

47 50% Color Scoring:35 47%32 53% Good overall score

71 47% Caution - needs to improve69 49% Poor - needs major improvement72 40%

187.2880952 62%514 51%

100%69%

49% u l ike!

c Planning Human ResourceCapital

ProcessManagement

Quality andOperating Results

CustomerSatisfaction

SWOT Summary Analysis

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


51/52

Maximum Score Your Assessment Score


52/52

For the Year Ended: 2002Revenue:

Gross Sales $2,010,000Less: Sales Returns and Allowances ($50,000)

Net Sales $2,060,000Cost of Goods Sold:

Direct Material Cost $320,000Direct Labor Cost $500,000Other Direct Costs $125,000

Cost of Goods Sold $945,000Gross Profit (Loss) $1,115,000

Expenses:Advertising $5,000Amortization $3,000Bad Debts $1,000Bank Charges $1,000

Charitable Contributions $2,133Commissions $11,000Contract Labor $4,000Credit Card Fees $6,000Delivery Expenses $1,000Depreciation $3,000

Dues and Subscriptions $1,000Exec/Owner salaries $190,000Insurance $1,000Interest $1,000Maintenance $1,000Miscellaneous $6,000Office Expenses $43,000

Operating Supplies $18,000Payroll Taxes $14,000Permits and Licenses $6,000Postage $6,000

Professional Fees $100Property Taxes $5,557Rent $4,000Repairs $6,000Telephone $1,000Travel $3,000Utilities $1,000Vehicle Expenses $6,000

Wages $90,000Other $0Total Expenses $440,790Net Operating Income $674,210

Other Income:

Documents

Swot by Baldrige