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CODA PROJECT (ASSIGNMENT-I)

DIAGNOSIS OF THE CURRENT ORGANIZATION USING MALCOLM BALDRIGE EXCELLENCE
MODEL

Project Submitted by:

xxxxxx
CODA (Fellow aspirant)

For:

CARLTON ADVANCED MANAGEMENT INSTITUTE (CAMI)

MIDDLE EARTH CONSULTANTS (MEC)

PREFA CE & A CKN OWL EDGEM EN T

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.
.

xxxxxx
CAMI 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 Summarization
Section IV
Project Summarization

SECTION I
PROJ ECT OBJ ECTI VE
DI A GN OSI S OF TH E CURREN T ORGAN I ZA TI ON USI N G M AL COL M BA L DRI GE EXCEL L EN CE M ODEL

With 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.
2.
3.
4.
5.

To help improve performance practices, capabilities and results

To serve as a working tool for understanding and improving performance and for guiding planning and opportunities for learning
To facilitate communication and sharing of best practices information among all levels.
A systems approach to organization-wide goal alignment
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.

BAL DRI GE CRI TERI A FOR PERFORM A N CE EXCEL L EN CE FRA M EW ORK A SY STEM S PERSPE CTI VE
I 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

2.
1.
Leadership

5.

Strategic

Workforce

Planning

Focus

7.
Results

3.

6.

Customer

Process

Focus

Management

4.
Measurement, Analysis and Knowledge Management
Systems Perspective
Figure 1- Baldrige Performance Excellence Framework

SECTI ON I I
CRI TERI A FOR PERFORM A N CE EXCEL L EN CE I TEM L I STIN G
P. PREFACE: ORGANIZATIONAL PROFILE
P.1 Organizational Description
P.2 Organizational Situation
CATEGORIES AND ITEMS

POINT VALUES

1. LEADERSHIP

120

1.1 Senior Leadership

1.2 Governance and Societal Responsibilities

70
50

2. STRATEGIC PLANNING

85

2.1 Strategy Development

2.2 Strategy Deployment

40
45

3. CUSTOMER FOCUS

85

3.1 Customer Engagement

40

3.2 Voice of the Customer

45

4. MEASUREMENT, ANALYSIS AND KNOWLEDGE MANAGEMENT 90

4.1 Measurement, Analysis, and Improvement of Organizational Performance
4.2 Management of Information, Knowledge, and Information Technology
5. WORKFORCE FOCUS

85

5.1 Workforce Engagement

5.2 Workforce Environment

45
40

6. PROCESS MANAGEMENT

85

6.1 Work Systems

6.2 Work Processes

35
50

7. RESULTS

450

7.1
7.2
7.3
7.4
7.5
7.6

100
70
70
70
70
70

Product Outcomes
Customer-Focused Outcomes
Financial and Market Outcomes
Workforce-Focused Outcomes
Process Effectiveness Outcomes
Leadership Outcomes

TOTAL POINTS

45
45

1,000

P. 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

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

PHILOSOPHY

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.

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

MANAGEMENT
POLICIES

VALUES

BELIEF

ENVIRONMENTAL
PROTECTION

CONTRIBUTIONS
TO SOCIETY

KISC : Knowledge , Imagination , Speed & Courage

Capital Foods Limited is actively involved in environment protection and pollution free surrounding. It
follows
1. Proper processing of wastes and pollutants
2. Efficient use of natural resources and recycling
3. Legally required measurements, recording and reporting standards followed.
In 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

We strive to provide a safe, hygienic and comfortable work environment for every Capital Foods
Limited Employee for

SAFETY AND
HYGIENE

1. 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
In 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
H

DISCRIMINATION
PROTECTION
PRIVACY

OF

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

BUSINESS
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

A

MISSION
STATEMENT

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

Following are the three major visions of Capital Foods Limited for the year 2020.
B

CORPORATE
VISION 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.

Respect for the Law

D

COMPLIANCE

Respect for Company Rules

Respect for Social Norms
Competent Manpower

CORE
COMPETENCY

Best of the Technology

Product Innovation
Flexibility to Adapt the Change
Core Competencies are related to mission statement providing the product of highest quality.

CORE
COMPETENCE
LINKED WITH

MISSION
STATEMENT.

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

Relations

ORGANIZATION RELATIONSHIPS

Culture

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

hips

Leverage around Core

Competence for Product
Excellence
Brand Image

Core Competencies of Capital Foods Limited excellent quality product and deep
entrenched distribution & retailing systems.

Employees are motivated by the brand image

Relationships with
Suppliers, Partners and
Collaborators

Our three purchasing principles.

Governmental Agencies

Capital Foods Limited keeps relationships with government officials in a straightforward

and sincere manner.

1. Procurement based on free competition

2. Equal treatment of all suppliers
3. Respect for the independence of suppliers

Abiding laws and regulations for ethics

Prohibition on excessive gifts and benefits
Leadership style
Leadership Impact on
culture

Participative, Doing by Example.

It 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

STRATEGIC
BUSINESS
OBJECTIVES

STRATEGIC
PLANNING

i)
ii)
iii)

To increase the sales from 180 Crore (2011) to 500 Crore (2014)
Penetrate the brand as well as product to at least 1400 cities
Launch the new brand for commodity products latest by 2012

- 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

PESTEL
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 kitchen
Growth 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

STRATEGIC
THRUST

Brand Image
Dealer Network
Meeting Highest Quality & Taste Standards
Strengthen cost competitiveness

Tasty & Cooking friendly Product Development

Improvement in Services
Relationship with Dealers, Vendors , Customers and Employees

The Organizations SWOT Profile

SWOT

STRENGTH

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 %

WEAKNESS

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.

OPPORTUNITIES

50% export market

Huge potential for Food Industry.
Huge rural and small towns untapped.

THREAT

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

SN

PRODUCT

SOUPS & SAUCES

INSTANT MIX

SUBSTITUTES

1.
2.
3.
4.
5.

NOODLES

Available Alternatives
Switching Cost
Suitability of Alternatives
Price Sensitivity
Potential Substitute

BUYER
6. Buyer Concentration
7. Price Sensitivity
8. Switching Cost
9. Volumes
10. Threat of backward Integration
11. Substitute of Products
12. Heterogeneity

SUPPLIER
13. Supplier Concentration
14. Substitute supplier
15. Switching cost
16. Threat of forward Integration
17. Buyer information

RIVALRY

18. Concentration (Fixed /Variable cost)

19. Differentiating capacity
20. Pricing Behavior
21. Market Company growth

POTENTIAL ENTRANT

22. Potential Economies

23. Scope Economies
24. Brand Equity/ Reputation
25. Switching Cost
26. Capital requirement
27. Market Resource Access

18

21

18

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.

1.1

Senior
Leadership

Vision and
Values

The MD in alignment with Management frames the

organization Vision for next 5 years.

No role of junior staffs in framing

the vision.

The Vision is shared by MD to all the staffs through

different
meetings
and
communication
programme.

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.

The Values are revised in 2010 by the board

meeting.

 Deployment of Organization Vision and valuesPDCA Quarterly business review meetings chaired
by MD are conducted.

Communication
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.

1.2

Governance
and Social
responsibilities

Organizational
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.

Legal 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.
c

Support 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?

Are
your values,vision, mission, and plans being
Are
they understood
and
supported
by
Are
they understood
and
supported
by
Are
your communications
effective?
How
Is
the
message
being well
received?

deployed? How
do
you know?
your leadership team? How
do
all
members youre Workforce? How
do
you
know?
How do
you know?

you
do

know?
you
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: Leadership

1a 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 DEVELOPMENT

Figure 1ISTRATEGY

KEY 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?

DEPLOYEMENT PROCESS
2.1

Strategic
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,

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.

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.

STRATEGIC
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.

2.2

STRATEGY
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.

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.

No
action
planning
engaging employees .

for

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 Disagree
2a 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 Planning
2a 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 needed

Category 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

Customer and

Market Focus
a

Customer
( 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.

3.2

Customer
Relationship

Audit feedback reports are use to improve the product

and service.
+

and Satisfaction
a

Customer
(Distributor &
Retailer )
Relationship
building

Customer
Satisfaction
Determination

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.

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.

Customer
satisfaction relative to
cross function segment is
not measured or is a
source for strategic
decision.

The consumer feedback is communicated to appropriate

person to drive discussion and foster continuous process and
product improvement
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 Focus
3a 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.

a.

Measurement ,
Analysis and
Knowledge
Management
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

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

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 Management
Strongly/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 Management

4a 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.

ANALYS
IS

4e I know how my organization as a whole is doing.

Area of Analysis

Analytical Method

Performed by

USED TO SUPPORT ORGANISTIONAL PERFORMANCE

REVIEW

Budget Comparison, Operating Profit, return on gross

investment

Finance Head

Market Segmentation

Customer Segmentation based on Product, Sales, New

territory acquisition

Sales Head

Market Share

Graphical presentation win/loss

Sales Head

New Product
Development

Competitive opening

Director Production & QA

Quality

RCA review

Quality and operation head

Purchase

Quality, Quantity & Price

Material head

Financial Performance

COMMUNICATION OF

Fig VII Measurement Analysis

Methods

Communication

Responsibility

Frequency

Audience

Email

Communicate Strategies in the

form of business plan for next year
along with performance result

President Sales

Annual &
Monthly

Sales Team

Conference
call / Meeting

Cascade information and

performance result at the
functional level as it relates to

HOD

Monthly

Department Employee
or team member

RESULTS

overall business
PDCA

Review of departmental yearly

objectives planned vs. achieved

HOD

Monthly

Team 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.

5.1

Work Force
Focus

Work 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

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.

attached to the PMS form which aids the employees to

share his concern on job enrichment or skill enhancement
activities.

Workforce
Leadership
Enrichment

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.

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.

Assessment
of Workforce
engagement

5.2

Workforce
Environment

Workforce
Capability
and Capacity

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
+

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.

No formal mechanism to
measure employee
engagement.

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.

Workforce
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

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.

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.

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.

6.1

Work System
Design

Core
Competencies

The 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.

Work Process
Design

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

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

There is no systematic
process or interval of
timeframe followed.

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.
C

Emergency
Readiness

6.2

Work Process
Management
and
Improvement

Work Process
Management

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.

For any work processes SOP are created and used for

There is no IT support
training the employees. Modifications to work processes
to measure and monitor the
are require updating SOPs and training employees affected real time data.
in the new procedures and requirements. HODs are

There is no
responsible for maintaining SOPs. Key process measures
mechanism to Minimization
are identified to control and monitor processes. Methods
of costs for inspection, Test
used for implementation for new and modified work
etc.
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.

Work Process
Improvement

Audits- QA department review testing and inspection

frequencies to determine where they can be reduced or
eliminated. These reviews are online.

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 management
Strongly/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

Result

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

7.1 Product
Outcomes

7.2 CustomerFocused
Outcomes

7.3 Financial and

Market Outcomes

7.4 WorkforceFocused
Outcomes

7.5 Process
Effectiveness
Outcomes

7.6 Leadership
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.
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.
The financial ratios which the management considers are Net operating profit before
tax and after tax.

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.
Organization measures the energy usage
Organization measures the manufacturing cost
Organization measures the Machinery Health.

Section III (A)

RESULT- SCORE

SCORING SHEET
SN

Categories

Leadership

Strategic
Planning

Customer and
Market Focus

Measurement,
Analysis and
Knowledge
Management

Workforce
Focus

Process
Management

Sub Categories

120

85

85

90

85

85

Max
Range

Level

Score
Achieved

Senior
Leadership

70

40-60

55

38.5

Governance and
Social
Responsibilities

50

40-60

70

Strategy
Development

40

40-60

55

22.0

Strategy
Deployment

45

40-60

55

24.75

Customer and
Market
Knowledge

40

40-60

50

20.0

Customer
Relationship and
Satisfaction

45

40-60

60

27.0

Measurement ,
analysis and
Improvement of
organizational
Performance

45

40-60

40

18.0

Management of
Information,
Information ,
Technology and
Knowledge

45

40-60

40

18.0

Workforce
Engagement

45

40-60

60

27.0

Workforce
Environment

40

40-60

50

20.0

Work System
Design

35

40-60

50

17.5

Work Process
Management
and
Improvement

50

40-60

40

20.0

35.0

Page 51 of 54

7.1

Results

450

Product and
Service outcome

100

40-60

40

40.0

7.2

Customer focus
outcome

70

40-60

40

28.0

7.3

Financial and
Market outcome

70

40-60

50

35.0

7.4

Workforce
focused
outcome

70

40-60

50

35.0

7.5

Process
effectiveness
outcome

70

40-60

40

28.0

7.6

Leadership
outcome

70

40-60

40

28.0

Grand Total

1000

408.25

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 deployment
consistent with the specific requirements of the item and the organization. As processes
mature, their description also should indicate how cycles of learning (including
Page 52 of 54

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

Scor
e

50%,
55%,
60%
or
65%

Process

Linked to

An EFFECTIVE, SYSTEMATIC APPROACH, responsive to

the OVERALL REQUIREMENTS of the Item, is evident
The
APPROACH
is
well
DEPLOYED,
although
DEPLOYMENT may vary in some areas or work units
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 PROCESSES
The APPROACH is ALIGNED with our organizational needs
identified in response to the Organizational Profile and other
PROCESS Items

Approach
Deployment
Learning

Integration

2. Processes Scoring for Category 7

Scor
e

40%,
or
45%

Process

Linked to

Good organizational performance levels are REPORTED,

RESPONSIVE to the basic requirements of the item.
Good organizational performance levels are reported,
responsive to the basic requirements of the item.
Early stages of obtaining comparative information are
evident.
Results are reported for many areas of importance to the
accomplishment of your organizations mission.

Levels
Trends
Comparisons
Integration

Section IV

PROJECT SUMMARIZATION

Page 53 of 54

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 organizationwide 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.
= = == = = == = = == = = == = =

Page 54 of 54