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4. The project must in be in single MS word document not exceeding 5MB5. By this submission you accept that the project can be used freely as part of the CAMI and MEC knowledge center / digital library and can be used by them for research and learning.CODA Project (ASSIGNMENT-I)

DiagnosIS OF the Current organization using Malcolm Baldrige Excellence ModelProject Submitted by:

xxxxxxCODA (Fellow aspirant)

For:

CARLTON ADVANCED MANAGEMENT INSTITUTE (CAMI)

MIDDLE EARTH CONSULTANTS (MEC)

PREFACE & ACKNOWLEDGEMENT

Excellence is not an accident ! Professors and professionals tell us time and again that any achievement needs sincere effort and indefatigable mental attitude . ORGANISATIONAL DEVELOPMENT as a topic itself complicated and demands multidimensional study , and understanding . It was really excellent having worked on the two project assignments related to OD, which helped to gain a clear understanding on Organizational Diagnosis & Process Improvement Programs and in further understanding the concept of OD as a whole.This report bears an imprint of many people. Without their contribution this project could not been as it is now. First of all my sincere thanks to Mr. Nitin Shankar whose guidance on quality is noteworthy.

.xxxxxxCAMI CODA C O N T E N T S

Acknowledgement

Project Diagnosis of the Current Organization using Malcolm Baldrige Performance Excellence Model

Section I

Project Objective

Illustration - Baldrige Performance Excellence Framework

Section II

Criteria for Performance Excellence Item Listing

Preface: Organizational Profile

1. Leadership

2. Strategic Planning

3. Customer Focus 4. Measurement, Analysis and Knowledge Management 5. Workforce Focus

6. Process Management

7. Results

Section III (A)

Score Summary Work-Sheet

Section III (B)

Outcome Analysis

Section IV

Project SummarizationSection IV

Project Summarization

SECTION I

PROJECT OBJECTIVE

Diagnosis of the Current Organization using Malcolm Baldrige Excellence ModelWith the pace of change in technology, macro economic situations and global impact on each business makes it for all organisations to be in their toe. This makes it imperative to achieve and strive for excellence in every aspects of the organisation.The objective of diagnosing the Organisation using the Malcolm Baldrige Excellence Model is to assess the performance of the Organization and to create a foundation for the Organization's journey towards continuous improvement.

Hence, the project study has been undertaken with important purposes like:1. To help improve performance practices, capabilities and results

2. To serve as a working tool for understanding and improving performance and for guiding planning and opportunities for learning

3. To facilitate communication and sharing of best practices information among all levels.

4. A systems approach to organization-wide goal alignment

5. A goal-based means to diagnose the effectiveness of the organization and to devise an improvement plan from the diagnosis.The Baldrige Criteria for Performance Excellence, therefore, provides a framework for continuous improvement aimed at getting the results that are important to the organization.

The framework being designed in this project is exactly in line with the Baldrige Model, to help the present organization use an aligned approach to organizational performance management. Baldrige Criteria for Performance Excellence Framework a systems perspectiveI have re-produced the Baldrige model frame work herewith, since it is being used as the basic criteria for the current Organisational Diagnosis:

Organisational Profile:

Environment, Relationships & Challenges

Systems PerspectiveFigure 1- Baldrige Performance Excellence FrameworkSECTION II

criTeria for Performance excellence iTem lisTing

P. Preface: Organizational Profile

P.1 Organizational Description

P.2 Organizational Situation

Categories and Items

Point Values

1. Leadership

120

1.1 Senior Leadership

70

1.2 Governance and Societal Responsibilities

502. Strategic Planning

85

2.1 Strategy Development

40

2.2 Strategy Deployment

45

3. Customer Focus

85

3.1 Customer Engagement

40

3.2 Voice of the Customer

45

4. Measurement, Analysis and Knowledge Management90

4.1 Measurement, Analysis, and Improvement of Organizational Performance 45

4.2 Management of Information, Knowledge, and Information Technology 45

5. Workforce Focus

85

5.1 Workforce Engagement

45

5.2 Workforce Environment

40

6. Process Management

85

6.1 Work Systems

35

6.2 Work Processes

50

7. Results

450

7.1 Product Outcomes

100

7.2 Customer-Focused Outcomes

70

7.3 Financial and Market Outcomes

70

7.4 Workforce-Focused Outcomes

70

7.5 Process Effectiveness Outcomes

70

7.6 Leadership Outcomes

70TOTAL POINTS

1,000P. Organisational Profile :

The current Organization is a manufacturing unit. In line with the Baldrige Model (top of figure 1), the current Organizational Profile has been described in the context of the way it operates, the environment, key working relationships and strategic challenges. It shall, therefore, provide a framework for better understanding of the present Organization.

P.1Organizational Description, this includes the organizations core competencies and their relation to the organizations mission.

In this section the present Organizations operating environment and its KEY relationships with Customers, Suppliers, Partners and Stakeholders, that shape the organisational environment, has been covered.

The organizations governance system has also been addressed.

CORPORATE

PHILOSOPHY & GUIDELINES

APhilosophyA driving force behind Capital Foods Limited growth came from the leadership of the founder Mr. Ajay Gupta.

The organization formed with an aim to be in the business of elevating the experience of foods consumption by profitably selecting, perfecting and integrating international foods for the global populace.Thereby it intends to excite the psychological, nutritive and lifestyle variants, in other words, it is in the business of GLOBAL FOOD CULTURE.The transparent behavior and honest approach should be used with external partners, such as suppliers, journalists and dealers, because only a constructive trusting relationship can help overcome difficulties. When we achieve this, society will recognize and appreciate the uniqueness of our organization and team spirit. A spirit, which embodies our common feeling of Manufacturing organization-ness.

BManagement Policies

Striving for excellence and growth with aggression. Always open to new ideas and suggestions. Transparency in dealings and fair deal with all.

BValuesKISC : Knowledge , Imagination , Speed & Courage

DBelief

EEnvironmental ProtectionCapital Foods Limited is actively involved in environment protection and pollution free surrounding. It follows1. Proper processing of wastes and pollutants

2. Efficient use of natural resources and recycling

3. Legally required measurements, recording and reporting standards followed.

FContributions to SocietyIn order for Capital Foods Limited to be a good corporate citizen with strong roots in the community and society at large, we will actively participate in activities that contribute to the well being of society.

1. Social welfare

2. Disaster relief

GSafety and HygieneWe strive to provide a safe, hygienic and comfortable work environment for every Capital Foods Limited Employee for1. Providing for a comfortable working environment

2. Accident prevention

3. Action to be taken when an unsafe operation is discovered

4. What to do in case of disaster

5. Emergency contacts

HDiscriminationIn order to make sure Manufacturing organization is a fair, discrimination-free company; we affirmatively accept the uniqueness and differences of people around the world and act in adherence to the principle that all people are created equal.

1. Prevention of discrimination

2. Prohibition of Use of Discriminatory Language

IProtection of PrivacyTo make sure Capital Foods Limited emphasizes the privacy of individuals, we do our utmost to respect and protect privacy.

1. Respect for Privacy Protection

2. Prevention of Unauthorized Revelation of Private Information

JBusiness TransactionsTo make sure Capital Foods Limited maintains a fair and sound relationship with our business partners, we conduct fair, sound transactions.

1. Selection of business partners

2. Prohibition on gifts and benefits

3. Prohibition on improper exercise of positions and authorities

P.1a The Organization Mission, Corporate Vision and Core Competence, Core competence linked with Mission Statement is as follows

MISION, VISION & CORE COMPETENCE

AMission StatementTo be the number one company in FMCG ( Foods ) sector by 2020

BCorporate Vision 2020Following are the three major visions of Capital Foods Limited for the year 2020.Setting up the Indias largest Mega Food Park ,where in to provide everything required in Food Manufacturing Industry.Penetrate at least 2000 cities of India & 100 overseas countries with its own brand products : Smith & Jones, Chings Secret & Raji.

Establishing as single most important brand in Foods & Foods related products.

DComplianceRespect for the Law

Respect for Company Rules

Respect for Social Norms

ECore CompetencyCompetent ManpowerBest of the Technology

Product Innovation

Flexibility to Adapt the Change

FCore Competence linked with Mission Statement.Core Competencies are related to mission statement providing the product of highest quality.

P.1b The Relationship in Organization which focuses on workforce and culture development

ORGANIZATION RELATIONSHIPS

RelationshipsCultureEmployee engagement level Medium .Employee bonding Good, Employee growth average, High responsiveness to market, , Decision making is fast, Informal culture.

Leverage around Core Competence for Product ExcellenceCore Competencies of Capital Foods Limited excellent quality product and deep entrenched distribution & retailing systems.

Brand ImageEmployees are motivated by the brand image

Relationships with Suppliers, Partners and CollaboratorsOur three purchasing principles.

1. Procurement based on free competition

2. Equal treatment of all suppliers

3. Respect for the independence of suppliers

Governmental AgenciesCapital Foods Limited keeps relationships with government officials in a straightforward and sincere manner.

Abiding laws and regulations for ethics

Prohibition on excessive gifts and benefits

Leadership styleParticipative, Doing by Example.

Leadership Impact on cultureIt Gives flexibility & openness to work culture. People take their assignment with importance and timeframe manner but deliver by their own style.

P.1c Work Force -50% of workforce comprises of sales force and 40% constitutes the manufacturing staff , rest 10 % staff are support and management (Junior, middle and senior ).

The Workforce Profile

The different functional Groups are broadly classified as:

Operations (Production, Material, QC, Process Innovation) Sales and Marketing Group Support (HR, Admin, IT , Finance )

P.2a The Organization strategic context covers Strategic Business Objective, Strategic Planning, PESTEL Analysis, Critical Success Factors and Strategic Thrust

BUSINESS SCAN STRATEGIC CONTEXT

AStrategic

Business Objectives

i) To increase the sales from 180 Crore (2011) to 500 Crore (2014)

ii) Penetrate the brand as well as product to at least 1400 citiesiii) Launch the new brand for commodity products latest by 2012

BStrategic Planning

- Further expansion of export business

1. Expand the operations into African and South American countries 2. Develop new market / customer segment

3. Strengthen cost competitiveness

- Establish global supply structure

4. Enhance function of new model development and quality control

5. Establish structure for export to advanced nations

CPESTEL

Political & Economical

Continuous govt. support for Food Processing Industry

Government Policy is in favor of FDI & FII in this sector

Implementation of liberalization decontrol of government control

Tax Incentive & Subsidy to this sector

Society

- Increase in middle income group & increase in disposable income - Change in taste and opening of society for liberal lifestyle - people interest in experimenting in kitchenGrowth in dinning out habit Technology

Company is technology friendly and updates its technology with soonest possible time This industry is also favorable for usage of technological products. Environment / Legal and Regulation

Company follows much higher standards than what set by pollution control. All the statutory and legal obligations are followed sincerely

Power Product market

- Rapid expansion of agriculture market by mechanization

- Expansion of LTB / OB MARKET

- Entry of low price Chinese products

Critical Success factor

Brand Image

Dealer Network

Meeting Highest Quality & Taste Standards Strengthen cost competitiveness

Strategic Thrust Tasty & Cooking friendly Product Development

Improvement in Services

Relationship with Dealers, Vendors , Customers and Employees

The Organizations SWOT Profile

SWOT

AStrength

Strong Brand Value

High Quality and reliability product

Demand forecast is accurate , sales increasing at 40%

Product range is varied depending customer requirement.

Strong dealer distributor network.

Sampling camps at prime locations Well defined manufacturing facilities available

Sales/employee increasing

Operating profit increasing

Product failure rate is 0 %

BWeakness

New employee/lateral hire retention

Managerial Skills are not at a very competent level

Consistency in policy is lacking

Low financial strength in comparison to competitors it is having

Competition is with global and big players.

COpportunities

50% export market

Huge potential for Food Industry.

Huge rural and small towns untapped.

DThreat

Threat from small unorganised players Stringent Regulatory norms

Price war with local and Chinese product

Multi brand range is available at dealers showroom

Market dynamic changed whereas technology remain stable

Porter 5 Force Model

SNProductNOODLES

SOUPS & SAUCESINSTANT MIX

1Substitutes

1. Available Alternatives

2. Switching Cost

3. Suitability of Alternatives

4. Price Sensitivity

5. Potential Substitute+--

+---+++

+--

+-

2Buyer

6. Buyer Concentration

7. Price Sensitivity

8. Switching Cost

9. Volumes

10. Threat of backward Integration

11. Substitute of Products

12. Heterogeneity+

+-

+

+-++

+

-

++

+

+

+

++

++-+

3Supplier

13. Supplier Concentration

14. Substitute supplier

15. Switching cost

16. Threat of forward Integration

17. Buyer information++++

+

++++

++++

+

+

4Rivalry

18. Concentration (Fixed /Variable cost)

19. Differentiating capacity

20. Pricing Behavior

21. Market Company growth++-+

++

+++

-+

-

5Potential Entrant

22. Potential Economies

23. Scope Economies

24. Brand Equity/ Reputation

25. Switching Cost

26. Capital requirement

27. Market Resource Access--

+

+

-

+

-

-

+

+

-+

--+

+

-+

182118

Category 1: Leadership (120)

1.1 Senior Leadership: How do your Senior Leader Lead?

1.2 Governance and Social Responsibilities: How do you govern and address your social responsibilities ?(50)

Under the Leadership Category the present organizations senior leaders personal actions guide and how that sustains the organization has been observed. Besides the organizations Governance System has been also examined and as to how the organization fulfils its legal, ethical and societal responsibilities and supports its KEY communities.Therefore, in the Leadership section senior leaders actions guide and sustenance, setting organizational vision, values and performance expectations has been addressed. Attention has been also given as to how the senior leaders communicate with its Workforce, enhance their personal leadership skills, participate in organizational learning and develop future leaders, measure organizational performance and create an environment that encourages ethical behaviour and high performance.

1.1Senior Leadership+-

aVision and Values The MD in alignment with Management frames the organization Vision for next 5 years.

The Vision is shared by MD to all the staffs through different meetings and communication programme. The Values are revised in 2010 by the board meeting.

Deployment of Organization Vision and values- PDCA Quarterly business review meetings chaired by MD are conducted.

No role of junior staffs in framing the vision.

No two communication plan at year end or mid year to share the vision and values to the suppliers and customers. There is no engagement plan for the above in deploying the vision and values.

bCommunication and Organization Performance Management utilize formal and informal mechanism to inform, empower and engage employees. Performance management Process. Quarterly review on performance by Department Heads. Employee Grievance is handled by open door policy. Company News Letter is used for communication of values and beliefs as well. Following tools are used for communication

Email

Meetings

Notice Board

No communication platform for sharing Vision with the vendors and dealers.

1.2Governance and Social responsibilities+-

aOrganizational Governance Organization Governance- The org is governed by co policies, reporting requirement, functional accountabilities and leadership structure. Its a closely held limited company governed by defined management team. Organisation structure ensures organisation business practices and financial risk assessment to ensure protection of key shareholder and stakeholder interest.

bLegal and Ethical Behaviour Organization key work processes, measures and goals for the risk associated with regulatory /legal and product/services.

Organization ethical behaviour is driven by the corporate governance, which is applicable to all the employees, suppliers and dealer. Any violation of ethical standard result in disciplinary action up to and including termination for employees or loss of business for suppliers.

Capital Foods Limited Corporate Governance structure is not in place by written manner but a workable understanding exists. It has 4 verticals-

Governance

Compliance

Ethics

Audit system.

Organization has Business and Ethic proposal line policy, which addresses the issues like any misconduct, unethical practices by employees etc . Organization reinforces legal and ethical behaviour by taking corrective actions whenever such behaviours observed.

cSupport of key communities Organization is not strongly involved in developing the near by communities.

In identifying the LEADERSHIP aspect and arriving at the score, besides analysing the organisation, the senior leaders were put through many questions to elicit required information. Some of them are the following; these are divided into 2 broad categories and the responses were obtained and ratings arrived.

Part I

How difficult had been Strategy Deployment (than developing strategy):

Are you making progress?

Areyourvalues,vision,mission, andplansbeingdeployed? Howdoyou know?

Aretheyunderstoodandsupportedbyyourleadership team? Howdoyouknow? Aretheyunderstoodandsupportedbyallmembers youre Workforce?Howdoyouknow? Areyourcommunicationseffective?Howdoyouknow? Isthemessagebeingwellreceived?Howdoyou know?Part II Are We Making Progress as Leaders?

This section of questions & the answers received were compatible tools to see if perceptions of leaders agree with those of the Workforce. From the questionnaire used to assess Sr. Leadership in the Organisation, some of the questions were:Leadership Assessment Tool

CATEGORY 1: Leadership

Strongly/Disagree/ Undecided/Agree/Strongly Agree Disagree

1a Our Workforce knows our organizations mission (What we are trying to accomplish).1b Our Workforce knows our organizations vision (Where it is trying to go in the future).1c Our leadership team uses our organizations. Values to guide our organization and employees.

1d Our leadership team creates a work environment that helps our employees do their jobs.

1e Our leadership team shares information about the organization.1f Our leadership team asks employees what they think

Audit for Leadership

CATEGORY 1: Leadership1a I know my organizations mission (What it is trying to accomplish).1b I know my organizations vision (Where it is trying to go in the future).1c My senior (top) leaders use our organizations values to guide us. 1d My senior leaders create a work environment that helps me do my job. 1e My organizations leaders share information about the organization.1f My organization asks what I think.

Note: These two sections further helped me to ask more detailed questions under these Criterias and accordingly more precise informations could be elicited from the Senior Leaders. Category 2: Strategic Planning (85)

Strategy Development: How do you develop your strategy? (40pts)

Strategy Deployment: How do you deploy your strategy? (45)

Under the Strategic Planning Category, the present organisations Strategic Objectives development and action plans has been examined. Also about how the chosen Strategic Objectives and action plans are being deployed and changed if circumstances require, and how progress is being measured Viz., Strategy Establishment by the Organisation to address its Strategic Challenges and leverage its Strategic Advantages.

STARTEGY DEVELOPMENTKey Questions in the

strategy development process

Where to Play Which Customer? Which Segment? Which Geographies? Which products? Where on the value Chain?

HOW TO PLAY How much focus on each decision of where to play versus the others? What degree of strategic alliance at each step of the value chain? what value proposition to each customer segment?

WHAT RESOURCES ARE NEEDED TO PLAY What capabilities do we need? What processes do we need? What is the ideal organizational structure? What skill do we need?

WHEN TO PLAY When is the right time to make a move?

Figure 1I- STRATEGY DEPLOYEMENT PROCESS2.1Strategic Planning + -

a.Strategic Deployment Process Organization key profitability work process of the defined business strategy consists of two distinct processes, the longer-term strategy review process and the short term Annual Business Planning process. Both the processes are key to the development of the overall business strategies and tactical plans.

Strategy Review Process-SR process is an annual process, it is a fixed plan but can be review at any point during the year on key changes of the business environment. This process used inputs such as current organization strategy, Organization core competencies, product line knowledge, and current and future market trends to determine how the org will proceed with the strategy process. The MD along with management reviews the current core competencies and market adjustment if needed. The human capital plan strategy is based on strategic plans which outlines the initiative and action required to support core competencies, strategic challenge and capability inventory assessment.

The strategy analysis is based on the following key drivers Customer expectations, market condition, global challenges, pressure on industry, political climate changes, health concern, capacity utilization, product cost competitive environment, human resource need, regulatory environment, industry and competitor consolidation, suppliers and partners need. Further the operational strategy is reviewed for improving efficiencies and reducing cost, while providing flawless execution to the consumer. This is accomplished by evaluating operations, supply chain, business systems and people requirement for short term operation of the Organisation. Annual Business Planning-Is a formal systematic process used to create the org short term one year tactile business plan for org overall product lines, functional area and support. The result of this annual process is integrated as one year business plan. The process begins in May after the completion of annual budget process, with final business plan complied in April.

The MD along with management prepares the org overall plan which is based on the current strategic plan, annual budget, corporate initiative. The org overall plan includes next years initiative and target measures.

The Management block facilitates to ensure alignment of all business plans, communication completion of deadlines, and ensure consistent content and focus.

The org business plan is used as a starting point for development of all product lines, functional area and support business plan, Leaders of this group are responsible for the completion of their individual draft plan and work with their respective team reviewing all proposed initiatives for likelihood of success resources required and fit with overall org direction.

The business plan is integrated with the Sales Performance.

Every month the individual plans are review in PDCA for Plan vs. achieved.

No early indicators of major shift are found to be included in SR, e.g. Technology, Market, and Customer preference.

No Expert Panel Process is found to identify or validate trends and potential shocks with regards to customer, consumer, technology, regulatory etc.

bStrategic Objectives The Strategy review establishes long term strategic goal, and objective to address the strategic challenges. These plans are developed whenever there is a change due to market challenges. The long term strategies and goals are reviewed every year prior to annual business planning process to ensure continuous alignment of annual goals with strategic objectives. The strategic objectives are derived from-

Sales

Operation

Purchase

Quality

Logistics

Retail Chain

The strategic objectives are not derived from employee engagement, which can indicate key human resource challenges the opportunity to further improve employee engagement by taking a more strategic approach.

2.2Strategy Deployment+-

a.Action Plan The org strategic plan is used as a driver for the annual business planning process. Therefore tactical plan for all org functional areas, product lines, process development, and support directly linked and align with the org strategic plan.

No action planning for engaging employees .

b.Performance Projections Organization business objectives and the control item along with the measurable are used to track the organization progress per quarter. The individual KRA are also the source to track the individuals progress on initiatives and action plan.

Performance and stretch goals are used to challenge the business unit to achieve high performance.

In identifying the STRATEGIC PLANNING aspect, many aspects strategy development & deployment were examined; the present Organisation (Sr. Leaders) was examined by asking questions from these perspectives, some of the questions necessitated are the following. The responses from these and many others helped arrive to the overall score.Assessment Tool for Strategic Planning

CATEGORY 2: Strategic Planning

Strongly/Disagree/ Undecided/Agree/Strongly Agree Disagree2a As our leadership team plans for the future, we ask our employees for their ideas.2b Our organization encourages totally new ideas (innovation).2c Our employees know the parts of our organizations plans that will affect them and their work.2d Our employees know how to tell if they are making progress on their work groups part of the plan.2e Our organization is flexible and can make changes quickly when needed.

Audit for Strategic Planning

CATEGORY 2: Strategic Planning2a As it plans for the future, my organization asks for my ideas.2b My organization encourages totally new ideas (innovation).2c I know the parts of my organizations plans that will affect me and my work.2d I know how to tell if we are making progress on my work groups part of the plan.2e My organization is flexible and can make changes quickly when neededCategory 3: Customer and Market Focus (85)

Customer and market knowledge: How do you obtain and use customer and market knowledge? (40pts)

Customer relationship and satisfaction: How do you build relationships and grow customer satisfaction? (45)

In the Customer Focus Category it has been examined how the present organization engages its customers for long-term marketplace success. In the study of its Engagement strategy, the customer -focused culture building has been included. Also examined is how the organization listens to the voice of its customers and uses this information to improve and identify opportunities for innovation. Therefore, in this segment the following has been analysed:

- focus on meeting customers needs

- building relationships and

The customer engagement of this organisation is, therefore, examined to seek if it acts as an important outcome of an overall customer culture and listening, learning and performance excellence strategy

3Customer and Market Focus+-

aCustomer ( Distributor & Retailer ) and market Knowledge The management is periodically updates themselves about change in customer taste and latest lifestyle. This also gets discussed in business and strategy meets. The noodles, Soups & Sauces are mature range of products and the current uprising line is instant mix range of products. Customer focus is based on demography & lifestyle of cities and towns. Dealer feedback, Market research, Network intelligence, Research papers are used for getting in depth knowledge of consumer preference and taste. Sales people directly contact with the consumer to obtain information pertaining to products and services.

Sales Contact- As the business is shifting to application products, Customer education program is also organizes in frequent intervals sales contacts help to gauge the consumer behaviour on the new product.

Technical Service- New product training process is focused on equipping technical services personnel with breadth of info on org product, service application and contact information to provide more complete answers in addressing customer concern.

Audit feedback reports are use to improve the product and service.

3.2Customer Relationship and Satisfaction+-

aCustomer (Distributor & Retailer ) Relationship building Organization uses various training program to equip sales team for handling dealer and retailer network. They are in turn convince the consumer about the new products & present product ranges. The key accounts are visited directly by the special team to spend time on priority basis in order to maintain relation and develop business.

Customer Complaint Handling- For managing customer complaints. The basic steps are to record the incidents, investigate, identify review and implement correction action. Throughout the complaints process the sales team verify the corrective action are effective. If the incident is a rejection or repeat failure then root cause analysis is done. For Consumer complain QA team is actively involved and a dedicated team is assigned to look into consumer issues if any.

cCustomer Satisfaction Determination The strong brand presence and capturing 15% market share in a span of 5 years time where the competitor are there from 70 years marks the product and service have reputation for quality in the eye of consumer The frequent dialogue between the dealer and retailer and sales rep helps in removing barriers in customer satisfaction and loyalty and helps in improving product quality and services.

Follow up- The consumer feedback is obtained during retailer visits and discussions regarding the delivery.

The consumer feedback is communicated to appropriate person to drive discussion and foster continuous process and product improvement Customer satisfaction relative to cross function segment is not measured or is a source for strategic decision.

In identifying the Customer and Market Focus aspect and arriving at the score, besides analysing the organisation, the senior leaders were put through many questions to elicit required information. Some of them are the following; these are divided into 2 broad categories and the responses were obtained and ratings arrived.CATEGORY 3:

Assessment Tool for Customer and Market Focus

Customer and Market Focus

Strongly/Disagree/ Undecided/Agree/Strongly Agree Disagree

3a Our employees know who their most important customers are.3b Our employees regularly ask their customers what they need and want. 3c Our employees ask if their customers are satisfied or dissatisfied with their work.3d Our employees are allowed to make decisions to solve problems for their customers.

3e Our employees also know who our organizations most important customers are.

Audit for Customer and Market Focus

Customer and Market Focus3a I know who my most important customers are.

3b I regularly ask my customers what they need and want. 3c I ask if my customers are satisfied or dissatisfied with my work.

3d I am allowed to make decisions to solve problems for my customers.3e I also know who my organizations most important customers are

Category 4: Measurement Analysis and Knowledge Management (90)

Measurement, Analysis and Improvement of Organizational Performance: How do you measure, analyze and then improve organizational performance. (45pts)

Management of Information, Information Technology and Knowledge: How do you manage your information technology, and organizational knowledge? (45)

Under this Item it has been described how the present organization measures, analyzes, reviews, and improves its PERFORMANCE through the use of data and information at all levels and in all parts of the organization.

Therefore, the Measurement, Analysis, and Knowledge Management category has examined how the organization:

- selects;

- gathers;

- analyzes;

- manages and

- improves its data, information and KNOWLEDGE ASSETS Under this Category it has been also examined how the present organization reviews and uses the reviews to improve its performance.

While attempting to analyse this section, it was borne in mind that the Measurement, Analysis, and Knowledge Management Category is the main point within the Criteria for all key information about effectively measuring, analyzing and improving performance and managing organizational knowledge to drive improvement and organizational competitiveness.

In the simplest terms, Category 4 is the brain centre for the alignment of the organizations operations with its strategic objectives. Central to such use of data and information are their quality and availability. Furthermore, since information, analysis and knowledge management might themselves be primary sources of competitive advantage and productivity growth, in this Category such strategic considerations have been also included. 4Measurement , Analysis and Knowledge Management+-

a.Performance Measurement The previous year result in terms of Sales, Profit, Capacity utilization, Manufacturing Cost, Delivery, New product launch etc are kept on record. The key issues for the previous year, Major Business objectives for the current, Environment analysis, and issue of the current year are discussed but no records maintained. Financial Management Process- Business objectives and story chart drives the financial management process. Data and information collected from both the process control and business system levels support the financial reporting process. The process provide reports to drive fact based decision making analyze business performance in financial terms and make long term strategic decision.

Data at this level are used to improve operational and product quality decision.

Budgeting process- The formal budgeting process produces a financial prediction of the future based on commercial rates, plant capital expenditures and headcounts. The final budget is used throughout the fiscal year for comparison to actual and to identify unexpected organizational change. Plants provide the next years volume based on predicated sales demand , operating days, capital involved and shut downs. Departments provide the headcounts based on strategies being implemented and projected department needs.

Review of organizational Performance and Capabilities All review process are used to assess organizational success, progress relative to strategic objectives and projects future performance. Potential opportunities or challenges to our operating environment identified during reviews are prioritized. Business Performance Review- it starts with monthly meetings with review of the Business objectives. This examination of key performance measures utilizes methods such as deviation from goals, trend analysis and comparison to strategic measures to identify opportunities for improvement. No process level data for benchmarking.

No real time data is collected to increase the overall efficiencies in terms of productivity, delivery, and system support.

No benefit/Risk analysis

b.Performance Analysis Review and Improvements Performances priorities- During the monthly review the inputs provided by the HODs are used for improvement.

The organization does not use any robust mechanism to translate organizational performance into priority for improvement.

4.2Management of Information, IT and Knowledge+-

a.Management of Information Resources Data and Information Availability- Care is taken to provide accurate, timely and actionable information to employee and other stakeholders for decision making. Data and information required to operate the business effectively are selected to support key processes business plans and strategies. Majority of data exists electronically on server. As every job requires access to different level data. Depending upon the employee working on the specific project the information or data is provided by the owner on request.

Employees are provided by the laptops and desktops. Depending upon the job function.

Hardware and Software- the organization uses extensive computer hardware and software to operate in a 24x7x365 environment in order to meet organization requirement and achieve business objectives and goals.

Reliability Hardware and software reliability are ensured using formal systematic processes including redundant system design testing.

Security Hardware and software security are ensured using formal systematic processes including user ID/password protection, virus protection & information protection.

User ID/Password- In order to access electronic data all employee are given access to the org network thru individual or shared access user IDs

Virus protection- Org uses the virus protection process

There is no policy exist on maintaining confidentiality of data. Employee doesnt receive training on such skill to protect the leak of confidential data.

Redundant System Design- Org utilizes redundant systems and architecture design to allow continued transmission of network data even if one connection fails.

The IDs and systems protection is not validated by forced password changes at a stipulated interval.

No IT audit for system and data protection.

Organization doesnt utilize a formal disaster recovery review process to identify critical application. The critical application have those which have monetary impact on over to two to three week period.

b.Data Information and Knowledge management Knowledge sharing thru various mechanism available in the organization are-

Induction training

On job training

Employee suggestion system

Quality circles

Audit

Suppliers are not involved in providing training and knowledge during the implementation of new product or process improvement.

No mechanism for identification of best practices for sharing knowledge.

In identifying the Measurement, Analysis and Knowledge Management aspect and arriving at the score, besides analysing the organisation, the senior leaders were put through many questions to elicit required information. Some of them are the following; these are divided into 2 broad categories and the responses were obtained and ratings arrived.

CATEGORY 4: Measurement, Analysis and Knowledge Management

Assessment Tool for Measurement, Analysis and Knowledge ManagementStrongly/Disagree/ Undecided/Agree/Strongly Agree /Disagree

4a Our employees know how to measure the quality of their work.4b Our employees use this information to make changes that will improve their work.4c Our employees know how the measures they use in their work fit into our organizations overall measures of improvement.4d Our employees get all the information they need to do their work.4e Our employees know how our organization as a whole is doing

Audit for Measurement, Analysis and Knowledge Management4a I know how to measure the quality of my work.4b I can use this information to make changes that will improve my work.4c I know how the measures I use in my work fit into the organizations overall measures of improvement.4d I get all the important information I need to do my work.4e I know how my organization as a whole is doing.ANALYSIS USED TO SUPPORT ORGANISTIONAL PERFORMANCE REVIEWArea of AnalysisAnalytical MethodPerformed by

Financial PerformanceBudget Comparison, Operating Profit, return on gross investmentFinance Head

Market SegmentationCustomer Segmentation based on Product, Sales, New territory acquisitionSales Head

Market ShareGraphical presentation win/lossSales Head

New Product DevelopmentCompetitive openingDirector Production & QA

QualityRCA reviewQuality and operation head

PurchaseQuality, Quantity & PriceMaterial head

Fig VII Measurement Analysis

COMMUNICATION OF RESULTS

MethodsCommunicationResponsibilityFrequencyAudience

EmailCommunicate Strategies in the form of business plan for next year along with performance resultPresident SalesAnnual & MonthlySales Team

Conference call / MeetingCascade information and performance result at the functional level as it relates to overall businessHODMonthlyDepartment Employee or team member

PDCAReview of departmental yearly objectives planned vs. achieved HODMonthlyTeam Members

Category 5: Workforce Focus (85)

Work Force Engagement: How do you engage your workforce to achieve organizational and personal success? (45)

Workforce Environment : How do you build an effective and supportive workforce environment ?(40)

In this Workforce Focus category, the key Workforce practices has been addressedthose directed towards creating and maintaining a high performance work environment and toward engaging the present Organisations Workforce to enable it and organization to adapt to change and to succeed.

The Category thus covers;

- Workforce engagement,

- Development and

- Management in an integrated way (i.e., aligned with the organizations strategic objectives and action plans).

The Workforce focus also includes capability and capacity needs and Workforce support climate. To reinforce the basic alignment of Workforce management with overall strategy, the Criteria further covers human resource or Workforce planning as part of overall planning in the Strategic Planning Category.

5.1Work Force Focus+-

aWork force Enrichment The work force was trained on the key competencies identified. They were made to understand the desirable behaviours.

The key competencies were identified which were specific to different levels that become the core competency for the level. Hence the development needs were identified one from the core competency of the level and the other the Development Centre.

Two way communication- Effective information flow and two way communication are achieved using several systematic processes including Meeting, con-call, monthly meeting, and department meeting. Such meeting helps management to communicate the overall performance of the organization and department. Production meeting helps to optimize production.

Individual Goal Setting- KRA starts with the annual business planning process. . The alignment of this process ensures that every employee has line of site with the org. From these plans department and team plans are developed and drive the individual KRA. Employees are empowered to create their own KRA/ Development plan with the guidance from their supervisor.

Suggestion system- The organization run suggestion scheme to capture and track ideas relating to new discoveries, cost efficiencies, process improvement, creative way to meet our business goals and objectives.

Employee Performance management System- the Organization prefer to use a model which builds and strengthen the org value and culture. Performance Management Process: The annual PMS process is aligned with the business objectives. It evaluates individual performance. After Business plan, the KRA of the individual is created. Every month the progress is reviewed. There is a two way communication form attached to the PMS form which aids the employees to share his concern on job enrichment or skill enhancement activities.

Compensation, Reward & Incentive- The org uses multiple compensation, recognition, and reward and incentive process to reinforce high performance. The org uses a comparative data based on broad band market pay process, that ensure our continued ability to remain competitive in market to attract and retain talent and also to balance internal and external equity.

Compensation: Salary Review Process- The Management reviews the process on how the high performer is to be paid. The guideless are prepared the manger review subordinate and give recommendations. The HR facilitates the process across all location. Final recommendation on salary increase is by MD.

The primary consideration on salary increase is employee performance as reflected by the annual performance review process.

Other factors that influence pay for performance decision include achievement of business plan, business life cycle, and internal factors e.g. Affordability and external factors eg economics.

No skill or knowledge sharing program.

No cross functional group interaction to bring together the diverse employees.

No town hall meeting to address the organization as a whole.

No innovation idea capturing mechanism.

No young buddy program.

No induction procedure which aids to remove employee anxiety and make him/her comfortable.

No mechanism to reward high performing employees or giving them opportunity o involves them on visibility projects.

No on spot / employee recognition method.

The HR systems are not automated does not utilize the IT support.

bWorkforce Leadership Enrichment The technical training, safety trainings are periodically identified and provided to employees. Succession Planning- Based on business objectives key strategic roles are identified. skill for the role are Identified & Discussed with immediate manger to enhance the skills for the success on the role. Succession planning process drives the Career planning process.

No procedure for potential identification in order to build the leadership pipeline.

No training programs are evaluated to measure ROI.

cAssessment of Workforce engagement ESS is being used for gauging workplace environment & satisfaction level.

The other methods of employee engagement and satisfaction are PMS results, safety performance, exit interview, review meetings. Employee well being is addressed through grievance handling

No formal mechanism to measure employee engagement.

5.2Workforce Environment+-

aWorkforce Capability and Capacity The JD exercise is used to capture workforce capability. This is applicable to all the employees. The tool is used to capture position, responsibilities, purpose, education, knowledge, skills requirement, scope and magnitude, supervisory responsibility and reporting relationship.

This is owned by HR. Key aspect of this includes- All position required JD, JD is modified as the job skills requirement changes. The JD captures position requirement and is the basis of job postings.

Workforce capability is reviewed annually through the budgeting process. In this process staffing requirements are evaluated and approved formally for both current and projected needs. The Manpower requisition process was developed and implemented to support the monitoring of staffing activity on a continual basis. The HR along with the HOD review new and replacement position. The process provides a more individualized look at the specific needs of each position and ensures appropriate staffing in an ongoing manner.

Hiring Process- The hiring process is owned by HR includes the following steps.

Position identification

Sourcing

Initial screening

Interview

Final candidate selection

Post offer background check. Recruitment data, turnover, promotion, and performance management process rating are used to monitor in an effort to gauge effectiveness of our hiring process and retention practices.

Recruitment Process- Recruitment is mainly though personal interview which is being conducted at least by two different people. Retaining Process-The turnover rate in the organization is relatively low as compared to industry standards, however org looks the ways to improve. HR owns this process. The data is collected thru exit interviews, focused group, surveys one o one discussion is used to listen and gather employee retention feedback. The feedback is analyzed for trends and action plan for improvement are generated when necessary.

bWorkforce Climate Work force Health, Safety and Security- Org proactive, prevention based approach to workforce health, safety and security begin with Injury free premise. The health and safety department is responsible for all aspect of work place health, safety and security.

Safety committee - Cross functional teams, including both mangers and employee review safety statistics , address plant safety issue, plan safety event and safety incidents(Property damage, near miss and injury).

Safety Program- All program are well defined through purpose, responsibility, requirement and procedure for the aspect of safety. Example of program includes- PPE, Hazardous communication, Plant machinery safety inspection.

Safety Audits- periodic audit are being carried by the internal and external audit team. The findings are being reviewed by the Management along with the Director Production & Planning.

Annual Safety refresher training- These training are part of the organizational training wherein the employees including the new joinee undergo such program and get the knowledge of safety standard and hazardous area in the organization.

Emergency drill - Employee participates in mock emergencies to participate response procedures and prepare for real emergencies.

Health- Organization has various safety program used to protect the health of the employee and communities surrounding the facilities. Community related health program include- Water supply usage and Protection, Waste management, Oil spill prevention, Control and contamination, Hazardous area and transportation of material and air emission, Employee health related program PPE, Employee health check-up.

Workplace Environment- All employees in numerous job functions performing a wide variety of tasks. All employees have been segmented into one of the primary work environment based on their normal job location and function. These environments are operation, area sales office and corporate office. The team structure requires employees to interface among all three environments. Performance measures and targets are the same for all three environments. There is some difference in workplace factors based on three work environment. Performance expectation with respect to safety and security are the same for all employees working in any environment. Safety training differences occur because of depth of knowledge by different employee in each environment.

Health concerns are with the people working at different facilities. Because of nature of work, production employee faces ergonomics concerns that differ from area sales office and corporate office.

Security- There are no program which reduces the risk of incidence related to vandalism, sabotage, workplace violence, terrorism, theft, hazardous materials handling or any other activity which could result to harm or loss to employees community, property or product.

Category 6: Process Management (85)

Work system design: How do you design your work system ? (35)

Work Process management and Improvement :How do you manage and improve your key organizational work processes ?(50)

In The Process Management Category it has been examined how the present organization designs its Work Systems and how it manages and improves its Key processes for implementing those Work Systems to deliver Customer value and achieve organizational success and Sustainability. Also examined is its readiness for emergencies.

Process Management has been considered as the focal point within the Criteria for the Organisations key work systems and work processes. This Category therefore addresses:

- How the work of organization is accomplished

- The importance of its core competencies and

- How to protect and capitalize on them for success and organizational sustainability.

It was looked into if the organisation pays specific attention to the need to prepare for potential emergencies and to ensure continuity of operations.

6.1Work System Design+-

aCore CompetenciesThe core competencies are reviewed during the annual strategy review process.

The Org core competency is unique taste of foods & wide range of products,

Customer Perspective-During the Strategy review process the customer value is analyzed by market segment and product lines . This analysis produces our product line strategies. The key work process contribute to customer value by systematically enabling deeper relationship with targeted customers, discover unmet needs and collaborate , create and deliver new products and solution leading to customer value.

Profitability- during the Strategy review profitability is the focus of our market and the product line strategies. The key work process within profitability analyze markets for growth, identify strategic customers and suppliers, plan assets utilization, optimize delivery resources and define overall strategies for maximizing earnings using tools such as trend analysis.

Sustainability- The sustainability key work processes are required to support the org. The key work processes focus on workforce capability and capacity, technology and equipment, risk management and environment responsibility

bWork Process Design Determination of key process-HOD are responsible for the review and key requirement to ensure alignment with expectation of key work processes, customers, supplier and partners.

Work process design is owned by the HOD and deployed by the operation team. This team ensure the product quality, implementation of new technology consistency and environmental protection are built on each process design or refinement.

There is no systematic process or interval of timeframe followed.

CEmergency Readiness The disaster and emergency preparedness is owned by Director Operation, detail chain of command, actions and notifications required for emergencies including server, weather, spillage of toxic chemicals and gases, personal injury, fire, power failure, bomb treat and work place failure. The emergency action plan includes requirement for resumption of operation after an event. After any emergency preparedness review by the process owners and other key employees is conducted to analyze strength and weakness of the processes. Based on the findings improvement are implemented and employs are trained on new processes.No regular drills are conducted with local emergency professional as needed, to ensure effective training and to identify areas to improve preparedness and prevention.

6.2Work Process Management and Improvement+_

aWork Process Management For any work processes SOP are created and used for training the employees. Modifications to work processes are require updating SOPs and training employees affected in the new procedures and requirements. HODs are responsible for maintaining SOPs. Key process measures are identified to control and monitor processes. Methods used for implementation for new and modified work processes include pilot testing or parallel processing.

Measures are defined for all key work process and are used for control and improvement. Process owners monitor key work process performance measures on a routine basis (daily, weekly or monthly). In addition product line, functional area and operations personnel routinely monitor in process measures hourly daily or monthly based on the cycle time of data.

Audits- QA department review testing and inspection frequencies to determine where they can be reduced or eliminated. These reviews are online.

There is no IT support to measure and monitor the real time data.

There is no mechanism to Minimization of costs for inspection, Test etc.

bWork Process Improvement PDCA- Organization widely uses PDCA analysis to improve the process or any improvement related to work process.

Work Process improvement is an ongoing process in this organisation. Any improvements which comes to management view, gets immediately implemented. New Manufacturing organization Quality circle- At the shop floor is evident of small workplace kaizen. Not much innovative processes are use to improve upon the work process and hence the efficiency.

People are not involved in idea sharing.

Processes are not reviewed for the continuous improvement accepts the audits.

In identifying the PROCESS MANAGEMENT aspect and arriving at the score, besides analysing the organisation, the senior leaders were put through many questions to elicit required information. Some of them are the following; these are divided into 2 broad categories and the responses were obtained and ratings arrived.

CATEGORY 6: PROCESS MANAGEMENT

Assessment tool for Process managementStrongly/Disagree/ Undecided/Agree/Strongly Agree/Disagree

6a Our employees can get everything they need to do their jobs.6b Our organization has good processes for doing its work.6c Our employees have control over their personal work processes.

6d Our organization is prepared to handle an emergency.Audit for Process management

6a I can get everything I need to do my job.6b We have good processes for doing our work.6c I have control over my work processes.

6d We are prepared to handle an emergency.Category 7: Results (450)

7.1 Product and service outcome: What are the products and services performance results? (100)

7.2 Customer focused results: What is customer focused performance results? (100)

7.3 Financial and market outcome: What are the financial and market place performance results? (70)

7.4 Workforce-focused outcome: What is your workforce focused performance results? (70)

7.5 Process Effectiveness Outcomes : What are your process effectiveness results (70)

7.6 Leadership outcome : What are the leadership results (70)

In The Results Category it has been examined about the present organizations Performance and improvement in all Key areas viz., Product outcomes, Customer-focused outcomes, Financial and Market outcomes, Workforce-focused outcomes, Process Effectiveness outcomes, and leadership outcomes. Performance Levels were then examined relative to those of competitors and other organizations with similar product offerings and in same functional domain.

The Results Category, therefore, provides a results focus that encompasses Organisations objective evaluation and its customers evaluation of the organizations product offerings, overall financial and market performance, Workforce results, your leadership system and societal responsibility results, and results of all key processes and process improvement activities. Through this focus, the Criterias purposes superior value of offerings as viewed by its customers and the marketplace; superior organizational performance as reflected in your operational, Workforce, legal, ethical, societal and financial indicators; and organizational and personal learningare maintained.

This Category thus provides real-time information (measures of progress) for evaluation and improvement of processes and products, in alignment with the present Organisations overall organizational strategy.

7. Results+-

ResultThe organization measure the Organization performance Monthly, Quarterly, half yearly and annually on the following parameters.

7.1 Product Outcomes

The organization measures the product quality by the following ways.

Fundamental Product Quality. The organization measures the acceptance of the product in the market. Market ComplaintsIn terms of Serious claims like damages, packing, quality etc.

7.2 Customer-Focused Outcomes

Organization measures the Sales Turnover, which is being measured on a Monthly & Quarterly basis.

Percentage in Increasing the dealership network

The organization measures the customer satisfaction on the basis of Sales growth thru product lines. The purchasing pattern of the Key products.

The organization measure the Sales the volume for all the product lines.

The organization measures the competition trend within same industry and cross industry, as the customer are moving to the cross industry.

7.3 Financial and Market Outcomes The financial ratios which the management considers are Net operating profit before tax and after tax.

7.4 Workforce-Focused Outcomes The organization evaluates the Skill Improvement of associates. Semi Skilled, Skilled and Multi skilled

Safety is key important parameter of the organization. Company do a comparative analysis of Injuries occurred per month. No of safe days.

7.5 Process Effectiveness Outcomes Organization measures the energy usage

Organization measures the manufacturing cost

Organization measures the Machinery Health.

7.6 Leadership Outcomes

Section III (A)

SCORING SHEET

RESULT- SCORESNCategoriesSub CategoriesMaxRange

Level

Score Achieved

1Leadership120Senior Leadership7040-605538.5

Governance and Social Responsibilities5040-607035.0

2Strategic Planning85Strategy Development4040-605522.0

Strategy Deployment4540-605524.75

3Customer and Market Focus85Customer and Market Knowledge4040-605020.0

Customer Relationship and Satisfaction4540-606027.0

4Measurement, Analysis and Knowledge Management90Measurement , analysis and Improvement of organizational Performance4540-604018.0

Management of Information, Information , Technology and Knowledge 4540-604018.0

5Workforce Focus85Workforce Engagement4540-606027.0

Workforce Environment4040-605020.0

6Process Management85Work System Design3540-605017.5

Work Process Management and Improvement5040-604020.0

7.1Results450Product and Service outcome10040-604040.0

7.2Customer focus outcome7040-604028.0

7.3Financial and Market outcome7040-605035.0

7.4Workforce focused outcome7040-605035.0

7.5Process effectiveness outcome7040-604028.0

7.6Leadership outcome7040-604028.0

Grand Total1000408.25

The scorings are done on the basis of the small sample survey that was conducted for doing this project about Capital Foods Limited. The scoring in Result section is based on lots of facts and figures as, The Market share in the markets where we have presence, The % of growth in sales (Both Volume and Amount), The ratio of sales versus the manpower cost, the sales versus operational cost, the placement of products and number of markets covered, the number of outlets covered versus the actual number of outlets in the city, the competitive share of market etc.SECTION III (B)

OUTCOME ANALYSIS

Item Classification and Scoring Dimensions

Items are classified according to the kinds of information and data you are expected to furnish relative to the two evaluation dimensions given above.

The two types of items are designated as

1. Process

2. Results

Process

In process items, approach, deployment, learning, and integration are linked to emphasize that descriptions of approach should always indicate the deploymentconsistent with the specific requirements of the item and the organization. As processes mature, their description also should indicate how cycles of learning (including innovation), as well as integration with other processes and work units, occur. Although the ADLI factors are linked, feedback to Baldrige Award applicants reflects strengths and opportunities for improvement in any or all of these factors.

Results items call for data showing performance levels, trends, and relevant comparisons for key measures and indicators of organizational performance, and integration with key organizational requirements. Results items also call for data on the breadth of the performance results reported. This is directly related to deployment and organizational learning; if improvement processes are widely shared and deployed, there should be corresponding results. A score for a results item is thus a composite based on overall performance, taking into account the four results factors.

1. Process Scoring for Categories 1-6

ScoreProcessLinked to

50%, 55%, 60% or 65% An EFFECTIVE, SYSTEMATIC APPROACH, responsive to the OVERALL REQUIREMENTS of the Item, is evidentApproach

The APPROACH is well DEPLOYED, although DEPLOYMENT may vary in some areas or work unitsDeployment

A fact-based, SYSTEMATIC evaluation and improvement PROCESS and some organizational LEARNING, including INNOVATION, are in place for improving the efficiency and EFFECTIVENESS of KEY PROCESSESLearning

The APPROACH is ALIGNED with our organizational needs identified in response to the Organizational Profile and other PROCESS ItemsIntegration

2. Processes Scoring for Category 7

ScoreProcessLinked to

40%, or 45% Good organizational performance levels are REPORTED, RESPONSIVE to the basic requirements of the item.Levels

Good organizational performance levels are reported, responsive to the basic requirements of the item.Trends

Early stages of obtaining comparative information are evident.Comparisons

Results are reported for many areas of importance to the accomplishment of your organizations mission. Integration

Section IV

PROJECT SUMMARIZATION

The Organization Audit through Malcolm Balridge Excellence has provided an analogy for learning; which proved as an essential attribute to know the continuous improvements and growth of the current Organization. It, therefore, served as a critical concept in understanding performance excellence.

From the Post Result/Score Analysis, it has been noted that the present Organization which is at its Learning & Strategic Improvement level as of now, can well improve further through effective, well-deployed ways to reach the highest levels of organization-wide improvement, refinement and innovation i.e., a learning to make a steady progression to reach the highest levels of maturity - Organizational Analysis & Innovation.

The use of the performance excellence model/approach has had significant benefits. Beyond the improvement in financial aspects other clear benefits includes:

Enhanced innovation and idea generation,

Increased customer satisfaction,

Organizational growth (employees),

Increased employee satisfaction and involvement,

Improved efficiency and effectiveness

Thus, it can be concluded, the Baldrige Performance Excellence Model surely provides deep perception/insight for all kinds of Organization, in attaining business excellence in their respective domains.

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5.

Workforce Focus

2.

Strategic Planning

1.

Leadership

7.

Results

6.

Process Management

3.

Customer Focus

4.

Measurement, Analysis and Knowledge Management