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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.
==================Name:
Street Address 1:
Street Address 2:
City: State/Province:
Post/Zip Code:Country:
Working Mobile No:
Working land phone No:
5.
Workforce Focus
2.
Strategic Planning
1.
Leadership
7.
Results
6.
Process Management
3.
Customer Focus
4.
Measurement, Analysis and Knowledge Management