TQA

: 12-151025

10400

: 1 : 25525,000

ISBN : 974-7783-53-7 : 211 :

.0-2539-6869,0-2539-6596

:

0-2619-5500630,631,632,633637

0-2619-80860-2619-8085

e-mail:[email protected]:www.tqa.or.th

2552

(Thailand Quality Award - TQA)

Baldrige National Quality Program

2008 Criteria for Performance Excellence

2552

(Thailand Quality Award - TQA)

Baldrige National Quality Program

2008 Criteria for Performance Excellence

2552

5

6

6

7

8

9 9

(Assessors) 10

10

11

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15

2552 (CRITERIA FOR PERFORMANCE EXCELLENCE) 16

17

1 29 2 39

3 49

4 59

5 67

6 77

7 85

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2551

() 101

102

102

103

1-6 104

7 107

111

144

155

(Glossary) 158

( 1-6) 178

( 1-6)

180

1-6 180

7 182

185

: 188

191

191

192 192 193

193

194

194

194

3SiteVisitReview 196

196

196

197

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201

203

204

207

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211

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:

:

:

6 2552

(ThailandQualityAward-TQA)

52539

9

(WorldClass)

The

MalcolmBaldrigeNationalQualityAward(MBNQA)

:

:1.

2.

3.

4.

2552 7

8 2552

2552 9

..2545

(FTPI)

(OTQA)

3

1) (TQA National Committee)

10 2552

2) (TQA Technical Sub-Committee)

3) (TQA Promotion

Sub-Committee)

(Assessors)

(Winner Conference) (Winner Best

Practices)

..2545 (TQA)

(TQC)

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:

1.

2.

3.

5.

6.

4.

7.

(Thailand Quality Award: TQA)

(HospitalAccreditationHA)(PublicSector

ManagementQualityAwardPMQA)(StateEnterprise

Performance Appraisal SEPA)

70,000100

100,000(TQA)3

(TQC)22

15(SMEs1)

331

12 2552

6

( 1) ( 2)

(3)

( 5) ( 6) ( 7)

(1)(7)2

7

1.

2.

3.

4.

5.

6.

7.

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(4)

710

18

14111

14 2552

2552 1. 2.

1 120

1.1 70

1.2 50

2 80

2.1 40

2.2 40

3 110

3.1 50

3.2 60

4 80

4.1 40

4.2 40

5 100

5.1 55

5.2 45

6 110

6.1 50

6.2 60

7 400

7.1 70

7.2 70

7.3 65

7.4 65

7.5 65

7.6 65

1000

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:

1. 158-177

2.

3. (*)

4. [ 1.(3)]

5. 3

1)

2)

3)

16 2552

Importance of Beginning With Your Organizational ProfileYour Organizational Profile is critically important because itisthemostappropriatestartingpointforself-assessmentandforwritinganapplication;

it helps you identify potential gaps in key information and focus on keyperformancerequirementsandresults;

it isusedby theExaminersandJudges inapplication review, including thesitevisit,tounderstandyourorganizationandwhatyouconsiderimportant(youwillbe

assessed using theCriteria requirements in relation to your organizations environment,

relationships,influences,andchallenges,aspresentedinyourOrganizationalProfile);and

italsomaybeusedbyitselfforaninitialself-assessment.Ifyouidentifytopicsforwhichconflicting,little,ornoinformationisavailable,itispossiblethattheOrganizational

Profilecanserveasyourcompleteassessment,andyoucanusethesetopicsforaction

planning.

Preface : Organizational Profile TheOrganizationalProfile isasnapshotofyourorganization, theKEY influences

onHOWyouoperate,andtheKEYchallengesyouface.

P.1 Organizational Description: What are your key organizational characteristics? DescribeyourorganizationsoperatingenvironmentandyourKEYrelationshipswith

CUSTOMERS,suppliers,PARTNERS,andSTAKEHOLDERS.

Withinyourresponse,includeanswerstothefollowingquestions:

CRITERIA FOR PERFORMANCE EXCELLENCE

2552 17

2552

/

(

)

1. :

18 2552

a. Organizational Environment

(1) Whatareyourorganizationsmainproductsandservices?Whatarethedelivery mechanismsusedtoprovideyourproductsandservicestoyourCUSTOMERS?

(2) Whatisyourorganizationalculture?WhatareyourstatedPURPOSE,VISION,

MISSION,andVALUES?

(3) WhatisyourWORKFORCEprofile?WhatareyourWORKFORCEoremployee

groupsandSEGMENTS?WhataretheirKEYrequirementsandexpectations?

Whataretheireducationlevels?WhatareyourorganizationsWORKFORCEand

jobDIVERSITY, organized bargaining units, KEY benefits, and special health

andsafetyrequirements?

(4)Whatareyourmajorfacilities,technologies,andequipment?

(5)Whatistheregulatoryenvironmentunderwhichyourorganizationoperates?What

are the applicable occupational health and safety regulations; accreditation,

certification, or registration requirements; relevant industry standards; and

environmental,financial,andproductregulations?

b. Organizational Relationships

(1) WhatareyourorganizationalstructureandGOVERNANCEsystem?Whatarethe

reportingrelationshipsamongyourGOVERNANCEboard,SENIORLEADERS,and

parentorganization,asappropriate?

(2) What are your KEY CUSTOMER and STAKEHOLDER groups and market

SEGMENTS,asappropriate?WhataretheirKEYrequirementsandexpectations

foryourproducts,services,andoperations?Whatarethedifferencesinthese

requirementsandexpectationsamongCUSTOMERandSTAKEHOLDERgroups

andmarketSEGMENTS?

(3) Whatareyourmostimportanttypesofsuppliers,PARTNERS,COLLABORATORS,

anddistributors?Whatroledothesesuppliers,PARTNERS,COLLABORATORS,

anddistributorsplayinyourWORKSYSTEMSandtheproductionanddelivery

ofyourKEYproductsandservices?Whatrole,ifany,dotheyplayinyourorgani-

zational INNOVATIONPROCESSES?Whatareyourmost importantsupplychain

requirements?

(4) What are your KEY supplier and CUSTOMER partnering relationship and

communicationmechanisms?

2552 19

.

(1)

(2)

(3)

(4)

(5)

.

(1)

(*)

(2) (*)

(3)

(4)

20 2552

Notes :

N1. Mechanismsforproductandservicedeliverytoyourend-usecustomers(P.1a[1]

might be direct or through dealers, distributors, collaborators, or channel

partners.

N2. Workforceoremployeegroupsandsegments (includingorganizedbargaining

units)(P.1a[3])mightbebasedonthetypeofemploymentorcontractreporting

relationship, location, tour of duty, work environment, family-friendly policies,

orotherfactors.

N3. Marketsegments(P.1b[2])mightbebasedonproductorservicelinesorfeatures,

distribution channels, business volume, geography, or other factors that are

importanttoyourorganizationtodefinerelatedmarketcharacteristics.

N4. Customerandstakeholdergroupandmarketsegmentrequirements(P.1b[2])might

includeon-timedelivery,lowdefectlevels,safety,security,ongoingpricereductions,

electroniccommunication,rapidresponse,after-salesservice,sociallyresponsible

behavior,andcommunityservice.Forsomenonprofitorganizations,requirements

alsomightincludeadministrativecostreductions,at-homeservices,rapidresponse

toemergencies,andmultilingualservices.

N5. Communicationmechanisms(P.1b[4])shouldbetwo-wayandmightbeinperson,

viae-mail,Webbased,orbytelephone.Formanyorganizations,thesemechanisms

maychangeasmarketplace,customer,orstakeholderrequirementschange.

N6. Whilesomenonprofitorganizationsofferproductsandservices(P.1a[1]),many

mightappropriatelyinterpretthisphraseasprogramsorprojectsandservices.

N7. Customers(P.1a[1])aretheusersandpotentialusersofyourproducts,programs,and

services. In somenonprofit organizations, customers might include members,

taxpayers,citizens, recipients, clients, and beneficiaries. Market segments might

be referred toas constituencies.

2552 21

:

1 [1..(1)]

2 ()[1..(3)]

3[1..(2)]

4[1..(2)]

5 [1..(4)]

6[1..(1)]

7 [1..(1)]

22 2552

N8. Many nonprofit organizations rely heavily on volunteers to accomplish their work. These organizations should include volunteers in the discussion of their workforce

(P.1a[3]).

N9. For nonprofit organizations, relevant industry standards (P.1a[5]) might include industrywide codes of conduct and policy guidance. The term industry is used

throughout the Criteria to refer to the sector in which you operate. For

nonprofit organizations, this sector might be charitable organizations, professional

associations and societies, religious organizations, or government entities-or a

subsector of one of these.

N10. For some nonprofit organizations, governance and reporting relationships (P.1b[1]) might include relationships with major agency, foundation, or other

funding sources.

2552 23

8 [1..(3)]

9 [1..(5)]

10 [1..(1)]

24 2552

P.2 Organizational Challenges: What are your key organizational challenges? Describe your organizations competitive environment, your KEY STRATEGICCHALLENGESandADVANTAGES,andyoursystemforPERFORMANCEimprovement.


a. Competitive Environment

(1)Whatisyourcompetitiveposition?Whatisyourrelativesizeandgrowthinyour

industryormarketsserved?Whatarethenumbersandtypesofcompetitors

foryourorganization?

(2)What are the principal factors that determine your success relative to your

competitors?WhatareanyKEYchangestakingplacethataffectyourcompetitive

situation,includingopportunitiesforINNOVATIONandcollaboration,asappropriate?

(3)What are your KEY available sources of comparative and competitive data

fromwithinyourindustry?WhatareyourKEYavailablesourcesofcomparativedata

fromoutsideyourindustry?Whatlimitations,ifany,arethereinyourabilityto

obtainthesedata?

b. Strategic Context

What are your KEY business, operational, and human resource STRATEGIC

CHALLENGESandADVANTAGES?WhatareyourKEYSTRATEGICCHALLENGESand

ADVANTAGESassociatedwithorganizationalSUSTAINABILITY?

c. PERFORMANCE Improvement System

WhataretheKEYelementsofyourPERFORMANCEimprovementsystem,including

yourevaluationandLEARNINGPROCESSES?

2552 25

2. :

.

(1)

(2)

(*)

(3)

()

.

.

26 2552

Notes :

N1. Principalfactors(P.2a[2])mightincludedifferentiatorssuchasyourpriceleadership,

designservices,innovationrate,geographicproximity,accessibility,andwarranty

andproductoptions.For some nonprofit organizations, differentiators also might

include your relative influence with decision makers, ratio of administrative

costs to programmatic contributions, reputation for program or service delivery,

and wait times for service.

N2. Strategicchallengesandadvantages(P.2b)mightrelatetotechnology,products,

youroperations,yourindustry,globalization,yourvaluechain,andpeople.

N3. Performanceimprovement(P.2c)isanassessmentdimensionusedintheScoring

Systemtoevaluatethematurityoforganizationalapproachesanddeployment.

This question is intended to help you and the Baldrige Examiners set

an overall context for your approach to performance improvement. Overall

approaches to performance improvementmight include implementing a Lean

EnterpriseSystem, applyingSixSigmamethodology, using ISO9000 : 2000

standards,oremployingotherprocessimprovementtools.

N4. Nonprofit organizations frequently are in a very competitive environment; they often must compete with other organizations and with alternative sources for similar

servicesto secure financial and volunteer resources, membership, visibility in

appropriate communities, and media attention.

N5. For nonprofit organizations, the term business (P.2b) is used throughout the Criteria to refer to your main mission area or enterprise activity.

2552 27

:

1 [2..(2)]

2 (2..)

3 (2..)

Lean Enterprise System, Six Sigma,

ISO9000:2000

4

5 (2..)

28 2552

1. Leadership

TheLeadershipCategoryexaminesHOWyourorganizationsSENIORLEADERSguideandsustainyourorganization.AlsoexaminedareyourorganizationsGOVERNANCE

andHOWyourorganizationaddressesitsethical,legal,andcommunityresponsibilities.

DescribeHOWSENIORLEADERSguide and sustain your organization.DescribeHOW SENIOR LEADERS communicate with your WORKFORCE and encourage HIGH

PERFORMANCE.


a. VISION and VALUES

(1) HOW do SENIOR LEADERS set organizational VISION and VALUES? HOW doSENIORLEADERSDEPLOYyourorganizationsVISIONandVALUESthrough

your LEADERSHIP SYSTEM, to the WORKFORCE, to KEY suppliers and

PARTNERS,andtoCUSTOMERSandotherSTAKEHOLDERS,asappropriate?

HOW do SENIOR LEADERS personal actions reflect a commitment to the

organizationsVALUES?

(2)HOWdoSENIORLEADERSpersonallypromoteanorganizationalenvironment

thatfosters,requires,andresultsinlegalandETHICALBEHAVIOR?

(3) HOWdoSENIOR LEADERS create a SUSTAINABLE organization?HOWdo

SENIOR LEADERS create an environment for organizational PERFORMANCE

improvement,theaccomplishmentofyourMISSIONandSTRATEGICOBJECTIVES,

INNOVATION, competitive or role-model PERFORMANCE leadership, and

organizational agility? HOW do theycreate an environment for organizational

and WORKFORCE LEARNING? HOW do they personally participate in

successionplanningandthedevelopmentoffutureorganizationalleaders?

1.1 Senior Leadership : How do your senior leaders lead?

2552 29

1 (120 )

.

(1)

(*)

(2)

(3)

1.1 : (70 )

30 2552

b. Communication and Organizational PERFORMANCE

(1) HOW do SENIOR LEADERS communicate with and engage the entire

WORKFORCE? HOW do SENIOR LEADERS encourage frank, two-way

communication throughout the organization? HOW do SENIOR LEADERS

communicateKEYdecisions?HOWdoSENIORLEADERStakeanactiverolein

reward and recognition programs to reinforce HIGH PERFORMANCE and

aCUSTOMERandbusinessfocus?

(2) HOW do SENIOR LEADERS create a focus on action to accomplish the

organizations objectives, improve PERFORMANCE, and attain its VISION?

WhatPERFORMANCEMEASURESdoSENIORLEADERS regularly review to

inform them on needed actions? HOW do SENIOR LEADERS include

a focus on creating and balancing VALUE for CUSTOMERS and other

STAKEHOLDERSintheirorganizationalPERFORMANCEexpectations?

Notes :

N1. Organizationalvision(1.1a[1])shouldsetthecontextforstrategicobjectivesand

actionplans,whicharedescribedinItems2.1and2.2.

N2. Asustainableorganization(1.1a[3])iscapableofaddressingcurrentbusinessneeds

andpossessestheagilityandstrategicmanagementtopreparesuccessfullyfor

its future business andmarket environment. In this context, the concept of

innovationincludesbothtechnologicalandorganizationalinnovationtosucceed

in the future. A sustainable organization also ensures a safe and secure

environmentfortheworkforceandotherkeystakeholders.

N3. Afocusonaction(1.1b[2])considerstheworkforce,theworksystems,andthe

hardassets of your organization. It includes ongoing improvements in

productivity that may be achieved through eliminating waste or reducing

cycletime,anditmightusetechniquessuchasSixSigmaandLean.Italso

includestheactionstoaccomplishyourorganizationsstrategicobjectives.

N4. YourorganizationalperformanceresultsshouldbereportedinItems7.1-7.6.

N5. For nonprofit organizations that rely on volunteers to accomplish their work, responses to 1.1b(1) also should discuss your efforts to communicate with

and engage the volunteer workforce.

2552 31

.

(1)

(2)

:

1 [1.1.(1)]

2.12.2

2 [1.1.(3)]

3 [1.1.(2)]

Six Sigma, Lean

4 7.1-7.6

5 [1.1.(1)]

32 2552

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

DescribeyourorganizationsGOVERNANCEsystem.DescribeHOWyourorganizationaddressesitsresponsibilitiestothepublic,ensuresETHICALBEHAVIOR,andpracticesgood

citizenship.


a. Organizational GOVERNANCE

(1) HOWdoesyourorganizationreviewandachievethefollowingKEYaspectsof

yourGOVERNANCEsystem:

accountabilityformanagementsactions

fiscalaccountability

transparencyinoperationsandselectionofanddisclosurepoliciesfor

GOVERNANCEboardmembers,asappropriate

independenceininternalandexternalaudits

protectionofSTAKEHOLDERandstockholderinterests,asappropriate

(2) HOWdoyouevaluatethePERFORMANCEofyourSENIORLEADERS,includingthe chiefexecutive?HOWdoyouevaluatethePERFORMANCEofmembersofyour

GOVERNANCEboard,asappropriate?HOWdoSENIORLEADERSandyour

GOVERNANCEboardusethesePERFORMANCEreviewstofurtherdevelopand

toimproveboththeirpersonalleadershipEFFECTIVENESSandthatofyourboard

andLEADERSHIPSYSTEM,asappropriate?

b. Legal and ETHICAL BEHAVIOR

(1) HOWdoyouaddressanyadverseimpactsonsocietyofyourproducts,services,

andoperations?HOWdoyouanticipatepublicconcernswithcurrentandfuture

products,services,andoperations?HOWdoyoupreparefortheseconcernsina

proactivemanner,includingusingresource-sustainingPROCESSES,asappropriate?

WhatareyourKEYcompliancePROCESSES,MEASURES,andGOALSforachieving

andsurpassingregulatoryandlegalrequirements,asappropriate?Whatareyour

KEYPROCESSES,MEASURES,andGOALSforaddressingrisksassociatedwith

yourproducts,services,andoperations?

2552 33

1.2 : (50 )

.

(1)

(*)

(*)

(2) (*)

(*)

.

(1)

(*)

34 2552

(2) HOWdoesyourorganizationpromoteandensureETHICALBEHAVIORinallyour interactions?WhatareyourKEYPROCESSESandMEASURESorINDICATORS

forenablingandmonitoringETHICALBEHAVIORinyourGOVERNANCEstructure,

throughoutyourorganization,andininteractionswithCUSTOMERS,PARTNERS,

andotherSTAKEHOLDERS?HOWdoyoumonitorandrespondtobreachesof

ETHICALBEHAVIOR?

c. Support of KEY Communities

HOWdoesyourorganizationactivelysupportandstrengthenyourKEYcommunities?

HOWdoyouidentifyKEYcommunitiesanddetermineareasofemphasisfororganizational

involvement and support? What are your KEY communities? HOW do your SENIOR

LEADERS,inconcertwithyourWORKFORCE,contributetoimprovingthesecommunities?

Notes :

N1. Societalresponsibilitiesinareascriticaltoyourorganizationsongoingsuccess

alsoshouldbeaddressedinStrategyDevelopment(Item2.1)andinProcess

Management(Category6).Keyresults,suchasresultsofregulatoryandlegal

compliance(includingtheresultsofmandatedfinancialaudits),environmental

improvementsthroughuseofgreentechnologyorothermeans,orconservation

activities,shouldbereportedasLeadershipOutcomes(Item7.6).

N2. Transparencyinoperationsofyourgovernanceboard(1.2a[1])shouldincludeyour

internalcontrolsongovernanceprocesses.For some nonprofit organizations, an

external advisory board may provide some or all of the governance board

functions. For those nonprofit organizations that serve as stewards of

public funds, stewardship of those funds and transparency in operations are

areas of emphasis.

2552 35

:

1

( 2.1)

(6)(7.6)

(GreenTechnology)

2 [1.2.(1)]

(2)

.

36 2552

N3. Leadershipperformanceevaluation(1.2a[2])mightbesupportedbypeerreviews,

formalperformancemanagementreviews(5.1b),andformalorinformalworkforce

and other stakeholder feedback and surveys. For some nonprofit and

government organizations, external advisory boards might evaluate the

performance of senior leaders and the governance board.

N4. Measuresorindicatorsofethicalbehavior(1.2b[2])mightincludethepercentage

of independentboardmembers,measuresof relationshipswith stockholder

and nonstockholder constituencies, instances of ethical conduct breaches

andresponses,surveyresultsonworkforceperceptionsoforganizationalethics,

ethics hotline use,and results of ethics reviews and audits. They also

might include evidence that policies, workforce training, and monitoring

systems are in placewith respect to conflicts of interest and proper use

offunds.

N5. Areasofcommunitysupportappropriatefor inclusion in1.2cmight include

your efforts to strengthen local community services, education, and health;

theenvironment,includingcollaborativeactivitiestoconservetheenvironment

or natural resources;and practices of trade, business, or professional

associations.

N6. ThehealthandsafetyofyourworkforcearenotaddressedinItem1.2;you

shouldaddresstheseemployeefactorsinItem5.2.

N7. Nonprofit organizations should report in 1.2b(1), as appropriate, how they address the legal and regulatory requirements and standards that govern fundraising

and lobbying activities.

N8. For some charitable organizations, support for key communities (1.2c) may occurtotallythrough the mission-related activities of the organization. In such

cases, it is appropriateto respond with any extra efforts you devote

to support of these communities.

2552 37

3 [1.2.(2)]

(5.1.)

4 [1.2.(2)]

5 1.2.

6 1.2

5.2

7 [1.2.(1)] (*)

8 (1.2.)

38 2552

2. Strategic Planning

TheStrategicPlanningCategoryexaminesHOWyourorganizationdevelopsSTRA-TEGICOBJECTIVESandACTIONPLANS.AlsoexaminedareHOWyourchosenSTRA-TEGICOBJECTIVESandACTIONPLANSareDEPLOYEDandchangedifcircumstances

require,andHOWprogressismeasured.

Describe HOW your organization determines its STRATEGIC CHALLENGES and

ADVANTAGES.DescribeHOWyourorganizationestablishes itsstrategyandSTRATEGIC

OBJECTIVEStoaddresstheseCHALLENGESandenhanceitsADVANTAGES.Summarize

yourorganizationsKEYSTRATEGICOBJECTIVESandtheirrelatedGOALS.


a. Strategy Development PROCESS

(1) HOWdoesyourorganizationconductitsstrategicplanning?WhataretheKEY

PROCESSsteps?WhoaretheKEYparticipants?HOWdoesyourPROCESS

identifypotentialblindspots?HOWdoyoudetermineyourSTRATEGICCHALLENGES

andADVANTAGES,asidentifiedinresponsetoP.2inyourOrganizationalProfile?

Whatareyourshort-andlonger-termplanningtimehorizons?HOWarethese

timehorizonsset?HOWdoesyourstrategicplanningPROCESSaddressthese

timehorizons?

(2) HOWdoyouensurethatstrategicplanningaddressestheKEYfactorslisted

below? HOW do you collect and analyze relevant data and information

pertainingtothesefactorsaspartofyourstrategicplanningPROCESS:

yourorganizationsstrengths,weaknesses,opportunities,andthreats

earlyindicationsofmajorshiftsintechnology,markets,CUSTOMERpreferences,

competition,ortheregulatoryenvironment

long-termorganizationalSUSTAINABILITY

yourabilitytoexecutethestrategicplan

2.1 Strategy Development : How do you develop your strategy?

2552 39

2 (80 )

.

(1)

2

(2)

2.1 : (40 )

40 2552

b. STRATEGIC OBJECTIVES

(1) WhatareyourKEYSTRATEGICOBJECTIVESandyourtimetableforaccomplishing

them?WhatareyourmostimportantGOALSfortheseSTRATEGICOBJECTIVES?

(2) HOWdoyourSTRATEGICOBJECTIVESaddressyourSTRATEGICCHALLENGES

and STRATEGIC ADVANTAGES? HOW do your STRATEGIC OBJECTIVES

addressyouropportunitiesforINNOVATIONinproductsandservices,operations,

and the business model? HOW do you ensure that your STRATEGIC

OBJECTIVES balance short- and longer-term challenges and opportunities?

HOWdoyouensurethatyourSTRATEGICOBJECTIVESbalancetheneedsof

allKEYSTAKEHOLDERS?

Notes :

N1. Strategy development refers to your organizations approach (formal or

informal)topreparingforthefuture.Strategydevelopmentmightutilizevarious

types of forecasts, projections, options, scenarios, knowledge (see 4.2b for

relevantorganizationalknowledge),orotherapproachestoenvisioningthefuture

forpurposesofdecisionmakingandresourceallocation.Strategydevelopment

mightinvolveparticipationbykeysuppliers,distributors,partners,andcustomers.

For some nonprofit organizations, strategy development might involve participation by organizations providing similar services or drawing from the

same donor population or volunteer workforce.

N2. Strategyshouldbeinterpretedbroadly.Strategymightbebuiltaroundorleadto

any or all of the following: new products, services, and markets; revenue

growth via various approaches, including acquisitions, grants, and endowments;divestitures;newpartnershipsandalliances;andnewemployee

or volunteer relationships. Strategy might be directed toward becoming a

preferredsupplier,alocalsupplierineachofyourmajorcustomersorpartners

markets,alow-costproducer,amarketinnovator,orahigh-endorcustomized

productorserviceprovider.Italsomightbedirectedtowardmeetingacommunity

orpublicneed.

N3. Your organizations strengths,weaknesses, opportunities, and threats (2.1a[2])

shouldaddressallfactorsthatarekeytoyourorganizationsfuturesuccess,

includingthefollowing,asappropriate:yourcustomerandmarketneeds,expectations,

andopportunities;youropportunitiesforinnovationandrole-modelperformance;

2552 41

.

(1)

(2)

:

1 (

)

(4.2.

)

2

3 [2.1.(2)]

(*)

42 2552

yourcorecompetencies;yourcompetitiveenvironmentandyourperformancerelative tocompetitorsandcomparableorganizations;yourproductlifecycle;technological

andotherkeyinnovationsorchangesthatmightaffectyourproductsandservices

and how you operate, as well as the rate of that innovation; your human

andotherresourceneeds;yourabilitytocapitalizeondiversity;youropportunities

to redirect resources to higher-priority products, services, or areas; financial,

societal,ethical,regulatory,technological,security,andotherpotentialrisks;your

abilitytopreventandrespondtoemergencies,includingnaturalorotherdisasters;

changesinthenationalorglobaleconomy;partnerandsupplychainneeds,strengths,

andweaknesses;changesinyourparentorganization;andotherfactorsuniqueto

yourorganization.

N4. Yourabilitytoexecutethestrategicplan(2.1a[2])shouldaddressyourability

tomobilizethenecessaryresourcesandknowledge.Italsoshouldaddressyour

organizationalagilitybasedoncontingencyplansorifcircumstancesrequirea

shiftinplaninplansandrapidexecutionofneworchangedplans.

N5. Strategicobjectivesthataddresskeychallengesandadvantages(2.1b[2])might

includerapidresponse,customization,co-locationwithmajorcustomersorpartners,

workforcecapabilityandcapacity,specificjointventures,virtualmanufacturing,rapid

innovation,ISO9000:2000orISO14000registration,Web-basedsupplierand

customerrelationshipmanagement,andproductandservicequalityenhancements.

ResponsestoItem2.1shouldfocusonyourspecificchallengesandadvantages-

those most important to your ongoing success and to strengthening your

organizationsoverallperformance.

N6. Item 2.1 addresses your overall organizational strategy, whichmight include

changesinservices,products,andproductlines.However,theItemdoesnot

addressproductorservicedesign;youshouldaddressthesefactorsinItem

6.1,asappropriate.

2552 43

4 [2.1.(2)]

5 [2.1.(2)]

ISO 9000:2000 ISO 14000

2.1

6 2.1

6.1(*)

44 2552

DescribeHOWyourorganizationconvertsitsSTRATEGICOBJECTIVESintoACTION

PLANS.SummarizeyourorganizationsACTIONPLANSandrelatedKEYPERFORMANCE

MEASURESorINDICATORS.ProjectyourorganizationsfuturePERFORMANCErelativeto

KEYcomparisonsonthesePERFORMANCEMEASURESorINDICATORS.


A. ACTION PLAN Development and DEPLOYMENT

(1) HOWdoyoudevelopandDEPLOYACTIONPLANSthroughouttheorganization

toachieveyourKEYSTRATEGICOBJECTIVES?HOWdoyouensurethatthe

KEYoutcomesofyourACTIONPLANScanbesustained?

(2)HOWdoyouensurethatadequatefinancialandotherresourcesareavailable

to support the accomplishment of your ACTION PLANS? HOW do you

allocatetheseresourcestosupporttheaccomplishmentoftheplans?HOWdo

youassessthefinancialandotherrisksassociatedwiththeplans?HOWdoyou

balanceresourcestoensureadequateresourcestomeetcurrentobligations?

(3)HOWdoyouestablishandDEPLOYmodifiedACTIONPLANSifcircumstances

requireashiftinplansandrapidexecutionofnewplans?

(4)WhatareyourKEYshort-andlonger-termACTIONPLANS?WhataretheKEY

planned changes, if any, in your products and services, your CUSTOMERS

andmarkets,andhowyouwilloperate?

(5) What are your KEY human resource plans to accomplish your short- and

longer-term STRATEGIC OBJECTIVES and ACTION PLANS? HOW do the

plans address potential impacts on people in your WORKFORCE and any

potentialchangestoWORKFORCECAPABILITYandCAPACITYneeds?

(6)WhatareyourKEYPERFORMANCEMEASURESorINDICATORSfortracking

progressonyourACTIONPLANS?HOWdoyouensurethatyouroverallACTION

PLANmeasurementsystemreinforcesorganizationalALIGNMENT?HOWdoyou

ensurethatthemeasurementsystemcoversallKEYDEPLOYMENTareasand

STAKEHOLDERS?

2.2 Strategy Deployment : How do you deploy your strategy?

2552 45

.

(1)

(2)

(3)

(4)

()

(5)

(6)

2.2 : (40 )

46 2552

b. PERFORMANCE PROJECTION

FortheKEYPERFORMANCEMEASURESorINDICATORSidentifiedin2.2a(6),what

areyourPERFORMANCEPROJECTIONS forbothyourshort-and longer-termplanning

time horizons? HOW are these PROJECTIONS determined? How does your projected

PERFORMANCE compare with the projected PERFORMANCE of your competitors or

comparableorganizations?HowdoesitcomparewithKEYBENCHMARKS,GOALS,and

pastPERFORMANCE,asappropriate?HOWdoyouensureprogresssothatyouwillmeet

yourPROJECTIONS?IftherearecurrentorprojectedgapsinPERFORMANCEagainstyour

competitorsorcomparableorganizations,HOWwillyouaddressthem?

Notes :

N1. Strategy and action plan development and deployment are closely linked

tootherItemsintheCriteria.Thefollowingareexamplesofkeylinkages:

Item1.1 forhowyour senior leaderssetandcommunicateorganizational

direction;

Category3forgatheringcustomerandmarketknowledgeasinputtoyour

strategyandactionplansandfordeployingactionplans;

Category 4 for measurement, analysis, and knowledge management to

support your key information needs, to support your development of

strategy,toprovideaneffectivebasisforyourperformancemeasurements,

andtotrackprogressrelativetoyourstrategicobjectivesandactionplans;

Category 5 for meeting your workforce capability and capacity needs,

for workforce development and learning system design and needs, and

forimplementingworkforce-relatedchangesresultingfromactionplans;

Category6 forchanges toworksystemsandworkprocess requirements

resultingfromyouractionplans;and

Item 7.6 for specific accomplishments relative to your organizational

strategyandactionplans.

N2. Deploymentofactionplans(2.2a[1])mightincludekeypartners,collaborators,

andsuppliers.

N3. Measuresandindicatorsofprojectedperformance(2.2b)mightincludechanges

resultingfromnewventures;organizationalacquisitionsormergers;newvalue

creation;marketentryandshifts;newlegislativemandates,legalrequirements,or

industrystandards;andsignificantanticipatedinnovationsinproducts,services,

andtechnology.

2552 47

.

2.2.(6)

(*)

:

1

1.1

3

4

(EffectiveBasis)

5

6

7.6

2 [2.2.(1)]

3 (2.2.)

48 2552

3. Customer and Market Focus

TheCUSTOMERandMarketFocusCategoryexaminesHOWyourorganizationdeterminestherequirements,needs,expectations,andpreferencesofCUSTOMERSand

markets.AlsoexaminedisHOWyourorganizationbuildsrelationshipswithCUSTOMERS

anddeterminestheKEYfactorsthatleadtoCUSTOMERacquisition,satisfaction,loyalty,

andretentionandtobusinessexpansionandSUSTAINABILITY

DescribeHOWyourorganizationdeterminesrequirements,needs,expectations,and

preferences of CUSTOMERS and markets to ensure the continuing relevance of your

productsandservicesandtodevelopnewbusinessopportunities.


a. CUSTOMER and Market Knowledge

(1) HOWdoyouidentifyCUSTOMERS,CUSTOMERgroups,andmarketSEGMENTS?

HOWdoyoudeterminewhichCUSTOMERS,CUSTOMERgroups,andmarket

SEGMENTStopursueforcurrentandfutureproductsandservices?HOWdoyou

include CUSTOMERS of competitors and other potential CUSTOMERS and

marketsinthisdetermination?

(2) HOWdoyouusethevoiceoftheCUSTOMERtodetermineKEYCUSTOMER

requirements, needs, and changing expectations (including product and

servicefeatures)andtheirrelativeimportancetoCUSTOMERSpurchasingor

relationship decisions? How do your listening methods vary for different

CUSTOMERS,CUSTOMERgroups,ormarketSEGMENTS?HOWdoyouuserelevant

informationandfeedbackfromcurrentandformerCUSTOMERS,includingmarketing

and sales information, CUSTOMER loyalty and retention data, CUSTOMER

referrals,win/lossANALYSIS,andcomplaintdata forPURPOSESofplanning

productsandservices,marketing,makingWORKSYSTEMandworkPROCESS

improvements,anddevelopingnewbusinessopportunities?

3.1 Customer and Market Knowledge : How do you obtain and use customer and market knowledge?

2552 49

3 (110 )

.

(1)

(2)

(

)

3.1 : (50 )

50 2552

(3) HOW do you use voice-of-the-CUSTOMER information and feedback to becomemoreCUSTOMER-focused, to better satisfyCUSTOMERneeds and

desires,andtoidentifyopportunitiesforINNOVATION?

(4) HOWdoyoukeepyourCUSTOMERandmarketlisteningandLEARNINGmethods

current with business needs and directions, including changes in your

marketplace?

Notes :

N1. YourresponsestothisItemshouldincludethecustomergroupsandmarket

segmentsidentifiedinP.1b(2).

N2. If your products and services are sold or delivered to end-use customers

viaotherbusinessesororganizations(e.g.,thosethatarepartofyourvaluechain,

suchasretailstores,dealers,or localdistributors),customergroups(3.1a[1])

shouldincludeboththeendusersandtheseintermediateorganizations.

N3. Thevoiceofthecustomer(3.1a[2])isyourprocessforcapturingcustomer-

relatedinformation.Voice-of-the-customerprocessesareintendedtobeproactive

andcontinuouslyinnovativetocapturestated,unstated,andanticipatedcustomer

requirements, needs, and desires. The goal is to achieve customer loyalty

andbuild customer relationships, as appropriate. The voiceof thecustomer

might include gathering and integrating survey data, focus group findings,

Web-based data,warranty data, complaint logs and field reports, and other

dataandinformationthataffectcustomerspurchasingandrelationshipdecisions.

2552 51

(3)

(4)

:

1

1..(2)

2

(

)

[3.1.(1)]

3 [3.1.(2)]

(*)

52 2552

N4. Productandservicefeatures(3.1a[2])referstoalltheimportantcharacteristics

of products and services and to their performance throughout their full life

cycle and the full consumption chain. This includes all customers

purchasing and interaction experiences with your organization that influence

purchasingand relationshipdecisions.The focusshouldbeon features that

affectcustomerpreferenceandloyalty-forexample,thosefeaturesthatdifferentiate

yourproductsandservicesfromcompetingofferingsorotherorganizationsservices.

Thosefeaturesmightincludeprice,reliability,value,delivery,timeliness,easeof

use,requirementsforhazardousmaterialsuseanddisposal,customerortechnical

support,andthesalesrelationship.Keyproductandservicefeaturesandconcerning

customerperceptionsandactions (outpurchasingand relationshipdecisions

(3.1a[2]) might take into account how transactions occur and factors such

as confidentiality and security. Your results on performance relative to key

product and service features should be reported in Item 7.1 and those

concerningcustomerperceptionsandaction (out-comes)shouldbe reported

inItem7.2.

N5. For additional considerations on products, services, customers, and the business of nonprofit organizations, see Item P.1, Notes 6 and 7, and Item P.2, Note 5

DescribeHOWyourorganizationbuildsrelationshipstoacquire,satisfy,andretainCUSTOMERSandtoincreaseCUSTOMERloyalty.DescribealsoHOWyourorganization

determinesCUSTOMERsatisfactionanddissatisfaction.


3.2 Customer Relationships and Satisfaction : How do you build relationships and grow customer satisfaction and loyalty?

a. CUSTOMER Relationship Building

(1) HOWdoyoubuildrelationshipstoacquireCUSTOMERS,tomeetandexceed

theirexpectations,toincreaseloyaltyandrepeatbusiness,andtogainpositivereferrals?

2552 53

4 [3.1.(2)]

[3.1.(2)]

7.1

7.2

5 1 6, 7 2 5

3.2 : (60 )

.

(1)

54 2552

(2) HOWdoyourKEYaccessmechanismsenableCUSTOMERStoseekinformation, conduct business, and make complaints? What are your KEY access

mechanisms?HOWdoyoudetermineKEYCUSTOMERcontactrequirements

for each mode of CUSTOMER access? HOW do you ensure that these

contactrequirementsareDEPLOYEDtoallpeopleandPROCESSESinvolved

intheCUSTOMERresponsechain?

(3 HOWdoyoumanageCUSTOMERcomplaints?HOWdoyouensurethatcomplaints

areresolvedEFFECTIVELYandpromptly?HOWdoyouminimizeCUSTOMER

dissatisfaction and, as appropriate, loss of repeat business and referrals?

HOWarecomplaintsaggregatedandanalyzedforuseinimprovementthroughout

yourorganizationandbyyourPARTNERS?

(4) HOWdoyoukeepyourAPPROACHEStobuildingrelationshipsandproviding

CUSTOMERaccesscurrentwithbusinessneedsanddirections?

b. CUSTOMER Satisfaction Determination

(1) HOWdoyoudetermineCUSTOMERsatisfaction,dissatisfaction,and loyalty?

HowdothesedeterminationmethodsdifferamongCUSTOMERgroups?HOWdo

youensurethatyourmeasurementscaptureactionableinformationforusein

exceeding your CUSTOMERS expectations? HOWdo you ensure that your

measurements capture actionable information for use in securing your

CUSTOMERS future business and gaining positive referrals, as appropriate?

HOW do you use CUSTOMER satisfaction and dissatisfaction information

forimprovement?

(2) HOWdoyoufollowupwithCUSTOMERSonthequalityofproducts,services,

andtransactionstoreceivepromptandactionablefeedback?

(3) HOWdoyouobtainanduse informationonyourCUSTOMERSsatisfaction

relativetotheirsatisfactionwithyourcompetitors?HOWdoyouobtainanduse

information on your CUSTOMERS satisfaction relative to the CUSTOMER

satisfactionLEVELSofotherorganizationsprovidingsimilarproductsorservices,

and/orindustryBENCHMARKS?

(4) HOWdoyoukeepyourAPPROACHEStodeterminingsatisfactioncurrentwith

businessneedsanddirections?

2552 55

(2)

(3)

(*)

(*)

(4)

.

(1)

(*)

(2)

(3)

/

(4)

56 2552

Notes :

N1. Customer relationship building (3.2a) might include the development of

partnershipsorallianceswithcustomers.

N2. Determiningcustomersatisfactionanddissatisfaction(3.2b)might includethe

useofanyorallofthefollowing:surveys,formalandinformalfeedback,customer

accounthistories,complaints,win/lossanalysis,andtransactioncompletionrates.

InformationmightbegatheredontheWeb,throughpersonalcontactorathird

party,orbymail.

N3. Customersatisfactionanddissatisfactionmeasurements(3.2b[1])mightinclude

bothanumericalratingscaleanddescriptorsforeachunitinthescale.Actionable

customer satisfaction measurements provide useful informationabout specific

product and service features, delivery, relationships, and transactions that

affectcustomersfutureactions-repeatbusinessandpositivereferrals.

N4. Other organizations providing similar products or services (3.2b[3]) might

includeorganizationsthatarenotcompetitorsbutprovidesimilarproductsand

servicesinothergeographicareasortodifferentpopulationsofpeople.

N5. YourcustomersatisfactionanddissatisfactionresultsshouldbereportedinItem7.2.

N6. For some nonprofit organizations (e.g., some goverment agencies or charitable organizations), customers may be assigned or may be required to use your

organization, and relationships may be short-term. For those organizations,

relationship building (3.2a[1]) might be focused on meeting and exceeding

expectations during the short-term relationship, resulting in positive comments to

other people, including key stakeholders of your organization.

2552 57

:

1 (3.2.)

2 (3.2..)

3 [3.2.(1)]

4 [3.2.(3)]

5 7.2

6 ( )

58 2552

4. Measurement, Analysis, and Knowledge Management

TheMeasurement,ANALYSIS,and KnowledgeManagementCategoryexaminesHOW your organization selects, gathers, analyzes, manages, and improves its data,

information,andKNOWLEDGEASSETSandHOWitmanagesitsinformationtechnology.

TheCategoryalsoexaminesHOWyourorganizationreviewsandusesreviewstoimprove

itsPERFORMANCE.

DescribeHOWyourorganizationmeasures,analyzes,aligns,reviews,andimprovesitsPERFORMANCEthroughtheuseofdataandinformationatalllevelsandinallparts

ofyourorganization.DescribeHOWyouSYSTEMATICALLYusetheresultsofreviewsto

evaluateandimprovePROCESSES.


a. PERFORMANCE Measurement

(1) HOWdoyouselect,collect,align,andintegratedataandinformationfortracking

dailyoperationsandfortrackingoverallorganizationalPERFORMANCE,including

progressrelativetoSTRATEGICOBJECTIVESandACTIONPLANS?Whatare

yourKEYorganizationalPERFORMANCEMEASURES,includingKEYshort-term

andlonger-termfinancialMEASURES?HOWdoyouusethesedataandinformation

tosupportorganizationaldecisionmakingandINNOVATION?

(2) HOWdoyouselectandensuretheEFFECTIVEuseofKEYcomparativedataand

informationtosupportoperationalandstrategicdecisionmakingandINNOVATION?

(3) HOW do you keep your PERFORMANCEmeasurement system current with

businessneedsanddirections?HOWdoyouensurethatyourPERFORMANCE

measurementsystemissensitivetorapidorunexpectedorganizationalorexternal

changes?

4.1 Measurement, Analysis, and Improvement of Organizational Performance : How do you measure, analyze, and then improve organizational performance?

2552 59

4 (80 )

.

(1)

(2)

(3)

4.1 : (40 )

60 2552

b. PERFORMANCE ANALYSIS, Review, and Improvement

(1) HOW do you review organizational PERFORMANCE and capabilities? What

ANALYSES do you perform to support these reviews and to ensure that

conclusionsarevalid?HOWdoyouusethesereviewstoassessorganizational

success, competitive PERFORMANCE, and progress relative to STRATEGIC

OBJECTIVES and ACTION PLANS? HOW do you use these reviews to

assessyourorganizationsabilitytorespondrapidlytochangingorganizational

needsandchallengesinyouroperatingenvironment?

(2) HOWdoyoutranslateorganizationalPERFORMANCEreviewfindingsintopriorities

for continuous and breakthrough improvement and into opportunities for

INNOVATION?HOWaretheseprioritiesandopportunitiesDEPLOYEDtowork

group and functional-level operations throughout your organization to enable

EFFECTIVE support for their decision making?When appropriate, HOW are

theprioritiesandopportunitiesDEPLOYEDtoyoursuppliers,PARTNERS,and

COLLABORATORStoensureorganizationalALIGNMENT?

(3) HOWdoyouincorporatetheresultsoforganizationalPERFORMANCEreviewsinto

theSYSTEMATICevaluationandimprovementofKEYPROCESSES?

Notes :

N1. Performance measurement (4.1a) is used in fact-based decision making for

setting and aligning organizational directions and resource use at the work

unit,keyprocess,departmental,andwholeorganizationlevels.

N2. Comparativedataandinformation(4.1a[2])areobtainedbybenchmarkingand

byseekingcompetitivecomparisons.Benchmarkingreferstoidentifyingprocesses

andresultsthatrepresentbestpracticesandperformanceforsimilaractivities,

insideoroutsideyourorganizations industry.Competitivecomparisonsrelate

yourorganizationsperformancetothatofcompetitorsandotherorganizations

providingsimilarproductsandservices.

2552 61

.

(1)

(2)

(*)

(3)

:

1 (4.1.)

2 [4.1.(2)]

(Benchmarking)

62 2552

N3. Organizationalperformancereviews(4.1b[1])shouldbeinformedbyorganizational

performance measurement, performance measures reported throughout your

CriteriaItemresponses,andperformancemeasuresreviewedbyseniorleaders

(1.1b[2]), and they should be guided by the strategic objectives and action

plansdescribedinItems2.1and2.2.Thereviewsalsomightbeinformedby

internalorexternalBaldrigeassessments.

N4. Analysis (4.1b[1]) includes examining trends; organizational, industry, and

technology projections; and comparisons, cause-effect relationships, and

correlations.Analysisshouldsupportyourperformancereviews,helpdetermine

rootcauses,andhelpsetprioritiesforresourceuse.Accordingly,analysisdraws

onalltypesofdata:customer-related,financialandmarket,operational,and

competitive.

N5. Theresultsoforganizationalperformanceanalysisandreviewshouldcontribute

toyourorganizationalstrategicplanninginCategory2.

N6. YourorganizationalperformanceresultsshouldbereportedinItems7.1-7.6.

Describe HOW your organization ensures the quality and availability of needed

data, information, software, and hardware for yourWORKFORCE, suppliers, PARTNERS,

COLLABORATORS,andCUSTOMERS.DescribeHOWyourorganizationbuildsandmanages

itsKNOWLEDGEASSETS.


a. Management of Information Resources

(1) HOWdoyoumakeneededdataandinformationavailable?HOWdoyoumake

themaccessibletoyourWORKFORCE,suppliers,PARTNERS,COLLABORATORS,

andCUSTOMERS,asappropriate?

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

2552 63

3 [4.1(1)]

[1.1(2)]

2.12.2

4 [4.1(1)]

5

2

6 7.1-7.6

.

(1)

(*)

4.2 : (40 )

64 2552

(2) HOWdoyouensurethathardwareandsoftwarearereliable,secure,anduser- friendly?

(3) Intheeventofanemergency,HOWdoyouensurethecontinuedavailabilityof

hardware and software systems and the continued availability of data and

information?

(4) HOWdoyoukeepyourdataandinformationavailabilitymechanisms,including

yoursoftwareandhardwaresystems,currentwithbusinessneedsanddirections

andwithtechnologicalchangesinyouroperatingenvironment?

b. Data, Information, and Knowledge Management

(1) HOW do you ensure the following properties of your organizational data,

information,andknowledge:

accuracy

integrityandreliability

timeliness

securityandconfidentiality

(2) HOWdoyoumanageorganizationalknowledgetoaccomplishthefollowing:

thecollectionandtransferofWORKFORCEknowledge

the transfer of relevant knowledge from and to CUSTOMERS, suppliers,

PARTNERS,andCOLLABORATORS

therapididentification,sharing,andimplementationofbestpractices

theassemblyandtransferofrelevantknowledgeforuseinyourstrategic

planningPROCESS

Notes :

N1. Dataandinformationaccess(4.2a[1])mightbeviaelectronicorothermeans.

2552 65

(2)

(3)

(4)

.

(1)

:

(2)

:

1 [4.2.(1)]

66 2552

5. Workforce Focus

TheWORKFORCE Focus Category examines HOW your organization engages,manages, anddevelops yourWORKFORCE to utilize its full potential inALIGNMENT

withyourorganizationsoverallMISSION,strategy,andACTIONPLANS.TheCategory

examinesyourabilitytoassessWORKFORCECAPABILITYandCAPACITYneedsandto

buildaWORKFORCEenvironmentconducivetoHIGHPERFORMANCE.

Describe HOW your organization engages, compensates, and rewards your

WORKFORCE to achieve HIGH PERFORMANCE. Describe HOW members of your

WORKFORCE,includingleaders,aredevelopedtoachieveHIGHPERFORMANCE.Describe

HOW you assessWORKFORCE ENGAGEMENT and use the results to achieve higher

PERFORMANCE.


a. WORKFORCE Enrichment

(1) HOWdoyoudeterminetheKEYfactorsthataffectWORKFORCEENGAGEMENT?

HOWdoyoudeterminetheKEYfactorsthataffectWORKFORCEsatisfaction? HOW are these factors determined for different WORKFORCE groups and

SEGMENTS?

(2) HOWdoyoufosteranorganizationalcultureconducivetoHIGHPERFORMANCE

andamotivatedWORKFORCEtoaccomplishthefollowing:

cooperation,EFFECTIVEcommunication,andskillsharingwithinandacross

workunits,operatingunits,andlocations,asappropriate

EFFECTIVE information flow and two-way communicationwith supervisors

andmanagers

individualgoalsetting,EMPOWERMENT,andinitiative

INNOVATIONintheworkenvironment

the ability to benefit from the diverse ideas, cultures, and thinking of

yourWORKFORCE

5.1 Workforce Engagement : How do you engage your workforce to achieve organizational and personal success?

2552 67

5 (100 )

.

(1)

(2)

(*)

5.1 : (55 )

68 2552

(3) HOWdoesyourWORKFORCEPERFORMANCEmanagementsystemsupport HIGH-PERFORMANCEWORKandWORKFORCEENGAGEMENT?HOWdoes

yourWORKFORCEPERFORMANCEmanagementsystemconsiderWORKFORCE

compensation, reward, recognition, and incentive practices?HOWdoes your

WORKFORCEPERFORMANCEmanagementsystemreinforceaCUSTOMERand

businessfocusandachievementofyourACTIONPLANS?

b. WORKFORCE and Leader Development

(1)HOWdoes yourWORKFORCEdevelopment andLEARNINGsystemaddress

thefollowing:

needs and desires for LEARNING and development identified by your

WORKFORCE,includingsupervisorsandmanagers

yourCORECOMPETENCIES,STRATEGICCHALLENGES,andaccomplishment

ofyourACTIONPLANS,bothshort-termandlong-term

organizational PERFORMANCE improvement, technological change, and

INNOVATION

the breadth of development opportunities, including education, training,

coaching,mentoring,andwork-relatedexperiences,asappropriate

thetransferofknowledgefromdepartingorretiringworkers

thereinforcementofnewknowledgeandskillsonthejob

(2) HOWdoesyourdevelopmentandLEARNINGsystemforleadersaddressthe

following:

developmentofpersonalleadershipattributes

developmentoforganizationalknowledge

ethicalbusinesspractices

yourCORECOMPETENCIES,STRATEGICCHALLENGES,andaccomplishment

ofyourACTIONPLANS,bothshort-termandlong-term

organizationalPERFORMANCEimprovement,change,andINNOVATION

the breadth of leadership development opportunities, including education,

training,coaching,mentoring,andwork-relatedexperiences,asappropriate

(3) HOW do you evaluate the EFFECTIVENESS of your WORKFORCE and

leaderdevelopmentandLEARNINGsystems?

(4) HOW do you manage EFFECTIVE career progression for your entire

WORKFORCE? HOWdoyouaccomplishEFFECTIVEsuccessionplanningfor

managementandleadershippositions?

2552 69

(3)

.

(1)

(*)

(2)

(*)

(3)

(4)

70 2552

c. Assessment of WORKFORCE ENGAGEMENT

(1) HOW do you assess WORKFORCE ENGAGEMENT? What formal and

informal assessment methods and MEASURES do you use to determine

WORKFORCE ENGAGEMENT andWORKFORCE satisfaction?How do these

methodsandMEASURESdifferacrossWORKFORCEgroupsandSEGMENTS?

HOWdoyouuseotherINDICATORS,suchasWORKFORCEretention,absenteeism,

grievances,safety,andPRODUCTIVITYtoassessand improveWORKFORCE

ENGAGEMENT?

(2) HOWdoyourelateassessmentfindingstoKEYbusinessRESULTSreported

inCategory7toidentifyopportunitiesforimprovementinbothWORKFORCE

ENGAGEMENTandbusinessRESULTS?

Notes :

N1. Workforcereferstothepeopleactively involvedinaccomplishingthework

ofyourorganization.Itincludesyourorganizationspermanent,temporary,and

part-time personnel, aswell as any contract employees supervised by your

organization.Itincludesteamleaders,supervisors,andmanagersatalllevels.

People supervised by a contractor should be addressed in Category

6aspartofyour largerworksystems.For nonprofit organizations that also

rely onvolunteers,workforceincludesthesevolunteers.

N2. Workforce engagement refers to the extent of workforce commitment,

bothemotionalandintellectual,toaccomplishingthework,mission,andvision

oftheorganization.Organizationswithhighlevelsofworkforceengagementare

oftencharacterizedbyhigh-performingworkenvironmentsinwhichpeopleare

motivated to do their utmost for the benefit of their customers and for

thesuccessoftheorganization.

N3. Compensation,recognition,andrelatedrewardandincentivepractices(5.1a[3])

includepromotionsandbonuses thatmightbebasedonperformance,skills

acquired,andotherfactors. In some government organizations, compensation

systems are set by law or regulation. However, since recognition can

include monetary and nonmonetary, formal and informal, and individual

and group mechanisms, reward and recognition systems do permit flexibility.

2552 71

.

(1)

(2)

7

:

1

6

2

3 [5.1.(3)]

72 2552

N4. Your organization may have unique considerations relative to workforce

development,learning,andcareerprogression.Ifthisisthecase,yourresponseto

5.1bshouldincludehowyouaddresstheseconsiderations.

N5. Identifyingimprovementopportunities(5.1c[2])mightdrawonyourworkforce-

focusedresultspresentedinItem7.4andmightinvolveaddressingworkforce-

related problems based on their impact on your business results reported

inresponsetootherCategory7Items.

DescribeHOWyourorganizationmanagesWORKFORCECAPABILITYandCAPACITY

toaccomplishtheworkoftheorganization.DescribeHOWyourorganizationmaintainsa

safe,secure,andsupportiveworkclimate.


a. WORKFORCE CAPABILITY and CAPACITY

(1) HOWdoyouassessyourWORKFORCECAPABILITYandCAPACITYneeds,

includingskills,competencies,andstaffinglevels?

(2) HOWdoyourecruit,hire,place,andretainnewemployees?HOWdoyouensure

yourWORKFORCErepresentsthediverseideas,cultures,andthinkingofyour

hiringcommunity?

(3) HOWdoyoumanageandorganizeyourWORKFORCEtoaccomplishthework

of yourorganization, capitalizeon theorganizationsCORECOMPETENCIES,

reinforceaCUSTOMERandbusinessfocus,exceedPERFORMANCEexpectations,

address your STRATEGIC CHALLENGES and ACTION PLANS, and achieve

theagilitytoaddresschangingbusinessneeds?

5.2 Workforce Environment : How do you build an effective and supportive workforce environment?

2552 73

4

5.1.

5 [5.1.(2)]

7.4 7

6

.

(1)

(2)

(3)

5.2 : (45 )

74 2552

(4) HOWdoyouprepareyourWORKFORCEforchangingCAPABILITYandCAPACITY

needs?HOWdoyoumanageyourWORKFORCE,itsneeds,andyourneeds

toensurecontinuity,topreventWORKFORCEreductions,andtominimizethe

impactofWORKFORCEreductions,iftheydobecomenecessary?

b. WORKFORCE Climate

(1) HOWdoyouensureandimproveworkplacehealth,safety,andsecurity?What

are yourPERFORMANCEMEASURESand improvementGOALS for eachof

theseworkplacefactors?Whatareanysignificantdifferencesinthesefactors

andPERFORMANCEMEASURESortargetsfordifferentworkplaceenvironments?

(2)HOWdoyousupportyourWORKFORCEviapolicies,services,andbenefits?

HOWarethesetailoredtotheneedsofadiverseWORKFORCEanddifferent

WORKFORCEgroupsandSEGMENTS?

Notes :

N1. Workforcecapabilityreferstoyourorganiza-tionsabilitytoaccomplishitswork

processesthroughtheknowledge,skills,abilities,andcompetenciesofitspeople.

Capabilitymayincludetheabilitytobuildandsustainrelationshipswithyour

customers;toinnovateandtransitiontonewtechnologies;todevelopnewproducts,

services,andworkprocesses;andtomeetchangingbusiness,market,andregulatory

demands.Workforcecapacity refers toyourorganizationsability toensure

sufficient staffing levels to accomplish its work processes and successfully

deliveryourproductsandservicestoyourcustomers,includingtheabilitytomeet

seasonalorvaryingdemandlevels.

N2. Workforcecapabilityandcapacityshouldconsidernotonlycurrentneedsbut

alsofuturerequirementsbasedonyourstrategicobjectivesandactionplans

reportedinCategory2.

N3. Preparingyourworkforceforchangingcapabilityandcapacityneeds(5.2a[4])

might include training, education, frequent communication, considerations of

workforceemploymentandemployability,careercounseling,andoutplacementand

otherservices.

2552 75

(4)

.

(1)

(2)

:

1

2

2

3

[5.2.(4)]

76 2552

6. Process Management

ThePROCESSManagementCategoryexaminesHOWyourorganizationdeterminesitsCORECOMPETENCIESandWORKSYSTEMSandHOWitdesigns,manages,and

improves its KEY PROCESSES for implementing those WORK SYSTEMS to deliver

CUSTOMER VALUE and achieve organizational success and SUSTAINABILITY. Also

examinedisyourreadinessforemergencies.

DescribeHOWyourorganizationdeterminesitsCORECOMPETENCIESanddesigns

itsWORKSYSTEMSandKEYPROCESSES todeliverCUSTOMERVALUE,prepare for

potentialemergencies,andachieveorganizationalsuccessandSUSTAINABILITY.


a. CORE COMPETENCIES

(1) HOWdoesyourorganizationdetermineitsCORECOMPETENCIES?Whatare

yourorganizationsCORECOMPETENCIES, andhowdo they relate to your

MISSION,competitiveenvironment,andACTIONPLANS?

(2) HOWdoyoudesignandinnovateyouroverallWORKSYSTEMS?HOWdoyou

decidewhichPROCESSESwithinyouroverallWORKSYSTEMSwillbeinternal

toyourorganization(yourKEYworkPROCESSES)andwhichwilluseexternal

resources?

b. Work PROCESS Design

(1) WhatareyourorganizationsKEYworkPROCESSES?HowdotheseKEYwork

PROCESSESrelatetoyourCORECOMPETENCIES?HowdothesePROCESSES

contributetodeliveringCUSTOMERVALUE,profitability,organizationalsuccess,

andSUSTAINABILITY?

(2) HOWdoyoudetermineKEYworkPROCESSrequirements,incorporatinginput

fromCUSTOMERS,suppliers,PARTNERS,andCOLLABORATORS,asappropriate?

WhataretheKEYrequirementsforthesePROCESSES?

6.1 Work Systems Design : How do you design your work systems?

2552 77

6 (110 )

.

(1)

(2)

()

.

(1)

(2)

(*)

6.1 : (50 )

78 2552

(3) HOWdoyoudesignandinnovateyourworkPROCESSEStomeetalltheKEY requirements? HOW do you incorporate new technology, organizational

knowledge, and the potential need for agility into the design of these

PROCESSES?HOW do you incorporate CYCLE TIME, PRODUCTIVITY, cost

control,andotherefficiencyandEFFECTIVENESS factors into thedesignof

thesePROCESSES?

c. Emergency Readiness

HOWdoyouensureWORKSYSTEMandworkplacepreparedness fordisasters

oremergencies?HOWdoesyourdisasterandemergencypreparednesssystemconsider

prevention,management,continuityofoperations,andrecovery?

N1. Corecompetenciesreferstoyourorgani-zationsareasofgreatestexpertise.

Your organizations core competencies are those strategically important

capabilities that provide an advantage in your marketplace or service

environment.Corecompetenciesfrequentlyarechallengingforcompetitorsor

suppliers and partners to imitate and provide a sustainable competitive

advantage.

N2. Worksystemsreferstohowtheworkofyourorganizationisaccomplished.

Worksystems involve yourworkforce, your keysuppliersandpartners, your

contractors, your collaborators, and other components of the supply chain

neededtoproduceanddeliveryourproducts,services,andbusinessandsupport

processes. Your work systems coordinate the internal work processes and

theexternalresourcesnecessaryforyoutodevelop,produce,anddeliveryour

productsandservicestoyourcustomersandtosucceedinyourmarketplace.

N3. Yourkeyworkprocessesaretheprocessesthatinvolvethemajorityofyour

organizationsworkforceandproducecustomer, stakeholder, andstockholder

value.Yourkeyworkprocessesareyourmostimportantproductandservice

designanddelivery,business,andsupportprocesses.

N4. Disasters and emergencies might be weather-related, utility-related, security-

related,orduetoalocalornationalemergency,includingpotentialpandemics

suchasanavianfluoutbreak.Emergencyconsiderationsrelatedtoinformation

technologyshouldbeaddressedinItem4.2

2552 79

(3)

.

:

1

2

3

4

4.2

80 2552

Describe HOW your organization implements, manages, and improves its KEY

workPROCESSEStodeliverCUSTOMERVALUEandachieveorganizationalsuccessand

SUSTAINABILITY.


a. Work PROCESS Management

(1) HOWdoyouimplementyourworkPROCESSEStoensurethattheymeetdesign

requirements? HOW does your subsequent day-to-day operation of these

PROCESSES ensure that they meet KEY PROCESS requirements? HOW is

CUSTOMER,supplier,PARTNER,andCOLLABORATORinputusedinmanaging

these PROCESSES, as appropriate? What are your KEY PERFORMANCE

MEASURESorINDICATORSandin-processMEASURESusedforthecontrol

andimprovementofyourworkPROCESSES?

(2) HOWdo youminimize overall costs associatedwith inspections, tests, and

PROCESSorPERFORMANCEaudits, as appropriate?HOWdo youprevent

defects, service errors, and rework and minimize warranty costs or

CUSTOMERSPRODUCTIVITYlosses,asappropriate?

b. Work PROCESS Improvement

HOWdoyouimproveyourworkPROCESSEStoachievebetterPERFORMANCE,to

reducevariability,toimproveproductsandservices,andtokeepthePROCESSEScurrent

withbusinessneedsanddirections?HOWareimprovementsandlessonslearnedsharedwith

other organizational units and PROCESSES to drive organizational LEARNING and

INNOVATION?

6.2 Work Process Management and Improvement : How do you manage and improve your key organizational work processes?

2552 81

.

(1)

(*)

(2)

(*)

(*)

.

6.2 : (60 )

82 2552

Notes :

N1. To improve process performance (6.2b) and reduce variability, you might

implementapproachessuchasaLeanEnterpriseSystem,SixSigmamethodology,

useofISO9000:2000standards,thePlan-Do-Check-Actmethodology,orother

processimprovementtools.

N2. The results of improvements in product and serviceperformance shouldbe

reported in Item 7.1 All other work process performance results should be

reportedinItem7.5

2552 83

:

1 (6.2.)

Lean Enterprise Six Sigma

ISO9000:2000Plan-Do-Check-Act

2 7.1

7.5

84 2552

7. Results

The RESULTS Category examines your organizations PERFORMANCE andimprovement in all KEY areas-product and service outcomes, CUSTOMER-focused

outcomes,financialandmarketoutcomes,WORKFORCE-focusedoutcomes,PROCESS-

EFFECTIVENESS outcomes, and leadership outcomes. PERFORMANCE LEVELS are

examined relative to those of competitors and other organizations providing similar

productsandservices.

SummarizeyourorganizationsKEYproductandservicePERFORMANCERESULTS.

SEGMENTyourRESULTSbyproductandservicetypesandgroups,CUSTOMERgroups,

andmarketSEGMENTS,asappropriate.Includeappropriatecomparativedata.

Providedataandinformationtoanswerthefollowingquestions:

a. Product and Service RESULTS

WhatareyourcurrentLEVELSandTRENDSinKEYMEASURESorINDICATORS

of product and service PERFORMANCE that are important to your CUSTOMERS?

How do these RESULTS compare with the PERFORMANCE of your competitors

andotherorganizationsprovidingsimilarproductsandservices?

Notes :

N1. ProductandserviceresultsreportedinthisItemshouldrelatetothekeyproduct,

andservicefeaturesidentifiedascustomerrequirementsorexpectationsinP.1b(2),

basedoninformationgatheredinItems3.1and3.2.Themeasuresorindicators

should address factors that affect customer preference, such as those

includedinItemP.1,Note4,andItem3.1,Note4.

N2. For some nonprofit organizations, product or service performance measures might be mandated by your funding sources. These measures should be

identified and reported in your response to this Item.

7.1 Product and Service Outcomes : What are your product and service performance results?

2552 85

7 (400 )

(*)

.

:

1

[1..(2)]3.13.2

143.14

2

7.1 : (70 )

86 2552

SummarizeyourorganizationsKEYCUSTOMER-focusedRESULTSforCUSTOMERsatisfaction and CUSTOMER-perceived VALUE, including CUSTOMER loyalty. SEGMENT

yourRESULTSbyproductandservicetypesandgroups,CUSTOMERgroups,andmarket

SEGMENTS,asappropriate.Includeappropriatecomparativedata.


a. CUSTOMER-Focused RESULTS

(1) What are your current LEVELS and TRENDS in KEY MEASURES or

INDICATORS of CUSTOMER satisfaction and dissatisfaction? How do these

RESULTScomparewiththeCUSTOMERsatisfactionLEVELSofyourcompetitors

andotherorganizationsprovidingsimilarproductsandservices?

(2) WhatareyourcurrentLEVELSandTRENDSinKEYMEASURESorINDICATORS

ofCUSTOMER-perceivedVALUE, includingCUSTOMER loyalty and retention,

positivereferral,andotheraspectsofbuildingrelationshipswithCUSTOMERS,

asappropriate?

Notes :

N1. Customersatisfactionanddissatisfaction results reported in this Itemshould

relatetothecustomergroupsandmarketsegmentsdiscussedinP.1b(2)and

Item3.1andtothedeterminationmethodsanddatadescribedinItem3.2.

N2. Measuresandindicatorsofcustomerssatisfactionwithyourproductsandservices

relativetocustomerssatisfactionwithcompetitorsandcomparableorganizations

(7.2a[1]) might include information and data from your customers and from

independentorganizations.

7.2 Customer-Focused Outcomes : What are your customer- focused performance results?

2552 87

(*)

.

(1)

(2)

(*)

:

1

[1..(2)] 3.1

3.2

2

[7.2.(1)]

7.2 : (70 )

88 2552

Summarize your organizations KEY financial and marketplace PERFORMANCE

RESULTS by CUSTOMER or market SEGMENTS, as appropriate. Include appropriate

comparativedata.


a. Financial and Market RESULTS


offinancialPERFORMANCE,includingaggregateMEASURESoffinancialreturn,

financialviability,orbudgetaryPERFORMANCE,asappropriate?


ofmarketplacePERFORMANCE,includingmarketshareorposition,marketand

marketsharegrowth,andnewmarketsentered,asappropriate?

Notes :

N1. Responsesto7.3a(1)mightincludeaggregatemeasuresoffinancialreturn,such

asreturnoninvestment(ROI),operatingmargins,profitability,orprofitabilityby

marketorcustomersegment.Responsesalsomightincludemeasuresoffinancial

viability,suchasliquidity,debt-to-equityratio,dayscashonhand,assetutilization,

andcashflow.Measuresshouldrelatetothefinancialmeasuresreported in

4.1a(1)and thefinancialmanagementapproachesdescribed in Item2.2. For

nonprofit organizations, additional measures might include performance to budget,

reserve funds, cost avoidance or savings, administrative expenditures as a

percentage of budget, and the cost of fundraising versus funds raised.

N2. For nonprofit organization, responses to 7.3a(2) might include measures of charitable donations or grants and the number of new programs or services offered.

7.3 Financial and Market Outcomes : What are your financial and marketplace performance results?

2552 89

(*)

.

(1)

(Financial Viability) (Budgetary Performance)

(*)

(2)

(*)

:

1 7.3.(1)

(ROI)(OperatingMargin)

(Liquidity)

(DebttoEquityRatio)(DaysCashonHand)

4.1.(1)

2.2

(Performance to Budget) (Reserve Funds)

2 7.3.(2) (Charitable Donations or Grants)

7.3 : (65 )

90 2552

SummarizeyourorganizationsKEYWORKFORCE-focusedRESULTSforWORKFORCE

ENGAGEMENT and for your WORKFORCE environment. SEGMENT your RESULTS to

addresstheDIVERSITYofyourWORKFORCEandtoaddressyourWORKFORCEgroups

andSEGMENTS,asappropriate.Includeappropriatecomparativedata.


a. WORKFORCE RESULTS

(1) What are your current LEVELS and TRENDS in KEY MEASURES or

INDICATORSofWORKFORCEENGAGEMENT,WORKFORCEsatisfaction,and

thedevelopmentofyourWORKFORCE,includingleaders?

(2) WhatareyourcurrentLEVELSandTRENDSinKEYMEASURESofWORKFORCE

CAPABILITYandCAPACITY,includingstaffinglevelsandappropriateskills?


ofyourWORKFORCEclimate,includingworkplacehealth,safety,andsecurity

andWORKFORCEservicesandbenefits,asappropriate?

Notes :

N1. ResultsreportedinthisItemshouldrelatetoprocessesdescribedinCategory

5.Yourresultsshouldberesponsivetokeyworkprocessneedsdescribedin

Category 6 and to your organizations action plans and human resource

plansdescribedinItem2.2

N2. Responses to 7.4a(1) should include measures and indicators identified in

responseto5.1c(1).

N3. Nonprofit organizations than rely on volunteers should include results for their volunteer workforce, as appropriate.

7.4 Workforce-Focused Outcomes : What are your workforce-focused performance results?

2552 91

(*)

.

(1)

(2)

(3)

(*)

:

1 5

6

2.2

2 7.4.(1)5.1.(1)

3

7.4 : (65 )

92 2552

Summarize your organizations KEY operational PERFORMANCE RESULTS that

contributetotheimprovementoforganizationalEFFECTIVENESS,includingyourorganizations

readiness for emergencies. SEGMENT your RESULTS by product and service types

and groups, byPROCESSES and location, andbymarket SEGMENTS, as appropriate.

Includeappropriatecomparativedata.


a. PROCESS EFFECTIVENESS RESULTS


oftheoperationalPERFORMANCEofyourWORKSYSTEMS,includingWORK

SYSTEMandworkplacepreparednessfordisastersoremergencies?


of the operational PERFORMANCE of your KEY WORK PROCESSES,

includingPRODUCTIVITY,CYCLETIME,andotherappropriateMEASURESof

PROCESSEFFECTIVENESS,efficiency,andINNOVATION?

Notes :

N1. Results reported in Item 7.5 should address your key operational

requirementsaspresentedintheOrganizationalProfileandinItems6.1and

6.2.IncluderesultsnotreportedinItems7.17.4.

N2. Results reported in Item7.5shouldprovidekey information foranalysisand

review of your organizational performance (Item 4.1) and should provide

the operational basis for product and service outcomes (Item 7.1),

customer-focused outcomes (Item 7.2), and financial and market outcomes

(Item7.3).

7.5 Process Effectiveness Outcomes : What are your process effectiveness results?

2552 93

(*)

.

(1)

(2)

:

1 7.5

6.1 6.2

7.1-7.4

2 7.5

(4.1)

( 7.1) ( 7.2)

(7.3)

7.5 : (65 )

94 2552

N3. Appropriatemeasures and indicators ofwork systemperformance (7.5a[1])

mightincludeaudit,just-in-timedelivery,andacceptanceresultsforexternally

providedproducts,services,andprocesses;supplierandpartnerperformance;

product,service,andworksysteminnovationratesandresults;simplificationof

internal jobs and job classifications; work layout improvements; changing

supervisory ratios; response times for emergency drills or exercises; and

resultsforworkrelocationorcontingencyexercises.

Summarize your organizations KEY GOVERNANCE and SENIOR LEADERSHIP

RESULTS,includingevidenceofstrategicplanaccomplishments,ETHICALBEHAVIOR,fiscal

accountability,legalcompliance,socialresponsibility,andorganizationalcitizenship.SEGMENT

yourRESULTSbyorganizationalunits,asappropriate.Includeappropriatecomparativedata.


a. Leadership and Social Responsibility RESULTS

(1)What are your RESULTS for KEY MEASURES or INDICATORS of accomplishmentofyourorganizationalstrategyandACTIONPLANS?

(2) What are your RESULTS for KEYMEASURES or INDICATORS of ETHICAL

BEHAVIOR and of STAKEHOLDER trust in the SENIORLEADERS and

GOVERNANCE of your organization? What are your RESULTS for KEY

MEASURESorINDICATORSofbreachesofETHICALBEHAVIOR?

(3) What are your KEY current findings and TRENDS in KEY MEASURES or

INDICATORSoffiscalaccountability,bothinternalandexternal,asappropriate?

(4) Whatare yourRESULTS forKEYMEASURESor INDICATORSof regulatory

andlegalcompliance?

(5) WhatareyourRESULTSforKEYMEASURESorINDICATORSoforganizational

citizenshipinsupportofyourKEYcommunities?

7.6 Leadership Outcomes : What are your leadership results?

2552 95

3 [7.5(1)]

(*)

.

(1)

(2)

(3)

(*)

(4)

(5)

7.6 : (65 )

96 2552

Notes :

N1. Measures or indicators of strategy and action plan accomplishment (7.6a[1])

shouldaddressyourstrategicobjectivesandgoalsidentifiedin2.1b(1)andyour

action plan performance measures and projected performance identified in

2.2a(6)and2.2b,respectively.

N2. Forexamplesofmeasuresofethicalbehaviorandstakeholdertrust(7.6a[2]),

seeItem1.2,Note4.

N3. Responsesto7.6a(3)mightincludefinancialstatementissuesandrisks,important

internal and external auditor recommendations, andmanagements responses

tothesematters.

N4. Regulatoryandlegalcomplianceresults(7.6a[4])shouldaddressrequirements

described in 1.2b. Workforce-related occupational health and safety results

(e.g.,OccupationalSafetyandHealthAdministration[OSHA]reportableincidents)

shouldbereportedin7.4a(3).

N5. Organizational citizenship results (7.6a[5]) shouldaddress support of the key

communitiesdiscussedin1.2c.

2552 97

:

1 [7.6.(1)]

2.1.(1)

2.2.(6)2.2.

2

[7.6.(2)]1.24

3 7.6.(3)

4 [7.6.(4)]

1.2.

( ) 7.4.(3)

5 [7.6.(5)]

1.2.

98 2552

2552 2551

TheMalcolmBaldrigeNationalQualityAward(MBNQA)

2

1) TheMalcolmBaldrigeNationalQualityAward

(MBNQA)

2)

2552

TheMalcolmBaldrigeNationalQuality

Award(MBNQA)2008

2552

25522551

1-7

()

2552 99

- (7) (Action Plans) (Systematic) (Strategic Advantages)

- - - () 3SiteVisitReview

- 3SiteVisitReview TQAFullSiteVisitTQCSiteVisit

(ThailandQuality Award : TQA)

(ThailandQualityClass:TQC)

(ThailandQualityAward:TQA)

(ThailandQualityClass:TQC)1

2552

1)

2552 2) 3)

4)

100 2552

4

(Levels-Le), (Trends-T),(Comparisons-C)

(Integration-I) LeTCI

2 - 1

- 2:

2552 101

()()

()

7

7

12

1

2

1

2

1

2

1

2

1-6

7

/

/

102 2552

7

18

90()

63()

3

(1)

(2)1-6()

(3)7()

1.

(16-97)

(180-182)

(158-177)

(111-143)

2. (103)

(111-143)

2552 103

1.1 : (70 )

.

(1)

(*)

(2)

(3)

.

(1)

(2)

:

1 [1.1.(1)] 2.12.2

2 [1.1.(3)]

3 [1.1.(2)] (Hardassets)

SixSigma, Lean

4 7.1-7.6 5 [1.1.(1)]

1.

2.

3.

104 2552

(1-6)(7) 1-6 104-107

7107-110

3.

158-177

4.

17-27111-113

1-6

1-6

2552 105

1. 1-6

(180)

2. 1-621

2

7

3.

106 2552

4

(1)

(2)

(3) ( 4.1)

(4) 6

1-6

7

4.

5.1

5.1

5. 90()63

()

(Flowcharts)(Bullets)

2552 107

6. 1-6

( 185-187)

7

1.

2. 4

108 2552

3.

4.

100

5.

3 7.1 7.1-3

7.1

2552 109

3

(%)

2551

2551

.

.

.

2547

75

85

80

90

95

100

2551255025492548

7.1-3

110 2552

(185-187)

.

() .

.

()

6. 7

(185-187)

2552 111

1-7

1. :

1-7

112 2552

()

2. :

(1)

(2)

(3)

2552 113

(Conference)

(

)

114 2552

( 1)

1.1 :

2552 115

1.2 :

(

)

(1)

(2)

(3)

116 2552

2552 117

( 2)

3

118 2552

3

(1)

(2)

(3)

2.1 :

2552 119

()

120 2552

2.2 :

(ROI)

2552 121

122 2552

( 3)

3.1 :

Preference

/

2552 123

(Focus Group)

3.2 :

/

124 2552

( 4)

4

4.1 :

2552 125

(1)

(2)

(3)

(1)

(2)

(3)

126 2552

2552 127

4.2 :

128 2552

(6.1)

2552 129

( 5)

(2)

5.1 :

130 2552

2552 131

(ImplicitKnowledge)

132 2552

5.2 :

2552 133

( 6)

Lean

134 2552

6.1 :

()

(GreenManufac-

turing)

2552 135

2

e-technology

(24/7)

136 2552

(4.2)

6.2 :

()

2552 137

(1)

(2) (

)

(3)

(4)

(5)

(6)

(Re-Engineering)

138 2552

( 7)

7 (

)

4.1

2552 139

7.1 :

3.1

3.2

(1)

(2)

(3)

7.2 :

(*)

140 2552

()

7.3 :

2552 141

7.4 :

()

7.3 1 (Cash Position)

(Net Assets) (Debt Leverage)

(Collections)

(Billing) (Receivables)

(

)

142 2552

7.5 :

7.1-7.4

/

SixSigma

ISO9001

2552 143

7.6 :

(*)

144 2552

2552 145

146 2552

1)

2)

3)

4)

5)

2552 147

1)

2)

3)

4)

5)

6)

7)

1)

2)

3)

4)

148 2552

1)

2)

2552 149

3)

4)

5)

6)

150 2552

( Concurrent Engineering)

2552 151

152 2552

2552 153

(Leading&LaggingMeasures)

7

154 2552

2552 155

1.

1)

2)

3)

4)

5)

6)

2.

1)

2)

156 2552

3)

3.

4

1)

2)

3)

4)

2552 157

4. 2

1)182)

18

1. ()

158 2552

Action Plans :

174

Alignment :

3

166

(Glossary)

2552 159

Analysis :

Anecdotal :

174

Application Report :

31

160 2552

Approach :

1-6

180

Basic Requirements :

(

2.1)

(103)

Benchmarks :

()

Capability, Workforce : ,

Capacity, Workforce : ,

2552 161

Collaborators :

169

Core Competency :

Customer :

173

162 2552

Cycle Time :

Deployment :

1-6

180

Diversity :

Effective :

2552 163

Empowerment :

Engagement, Workforce : ,

Ethical Behavior :

164 2552

Goals :

(StretchGoals)

(Out-of-the-box)

Governance :

(CorporateCharters)(By-laws)

(1)

(2)

(3)

2552 165

High-Performance Work :

(Flattened Organizational Structure)

How :

()

Indicators :

166 2552

Innovation :

Integration :

158

1-6

180

Key :

2552 167

Knowledge Assets :

(Know How)

Leadership System :

2

Learning :

168 2552

144

1-6

180

Levels :

Measures and Indicators :

()

(1)

()

(2)(-LeadingIndicator)

()

Mission :

2552 169

Multiple Requirements :

( 103)

Overall Requirements :

(103)

Partners :

(

161)

Performance :

4

(1)

(2)

(3)

(4)

170 2552

Performance Excellence :

(1)

(2)

(3)

2552 171

Performance Projections :

Process :

()

()

4

180

172 2552

Productivity :

()

()

Purpose :

Results :

180-184

Segment :

2552 173

Senior Leaders :

Stakeholders :

161

Strategic Challenges :

174 2552

Strategic Objectives :

(

)

158

Sustainability :

Systematic :

180-184

2552 175

Trends :

()

Value :

Documents

TQA