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Quick Overview
The Malcolm Baldrige Quality Improvement Program provides guidelines for improving
quality within an organization. Ninety one criteria are evaluated and scored for
assessing overall quality performance within the organization. The 91 criteria fall into
seven categories, as summarized below:
Maximum Your Percentage
Score Score Score
1.0 Leadership 95 59 62% Color Scoring:
2.0 Information and Analysis 75 50 67%
3.0 Strategic Planning 60 39 65%
4.0 Human Resource Capital 150 98 65%
5.0 Process Management 140 105 75%
6.0 Quality and Operating Results 180 127 70%
7.0 Customer Satisfaction 300 204 68%
Total Points 1000 682 68%
Scoring
1) Implementation and Deployment - Did the organization use the proper methods and
techniques to successfully launch and deploy the quality program, were the practices
relevant, did they actually work for all targeted areas (production, customer service,
supply chain management, etc.), has the practice been fully integrated into all parts of
the organization, etc.
Best in Class 100% Very strong improvement process supported Outstanding performance impr
by hard evidence, completely deployed in all with both internal and external
parts of the organization. evidence to support improvem
Excellent 80% Solid approach and deployment of quality Performance levels are very so
improvement covering almost every part of areas of the business, perform
the organization, strong factual evidence to benchmarked internally and ex
backup improvement process.
Above Average 60% A sound approach has been used in the Improvement trends have bee
primary parts of the business. More Need more pro-active indicato
emphasis on improvement is needed to the organization into more effe
reach other parts of the business. implementation.
Below Average 40% Implementation is generally working and Some areas of the business ha
the overall approach is reasonably sound. improvements.
Primary parts of the business have not yet
realized signficant improvements.
Poor 20% Implementation has major gaps, not going Very few or no areas of the bu
very well. Early stages of deployment, reported favorable results. No
needs to be modified in order to really work. has been established.
Color Scoring
Templates
This spreadsheet includes seven tabs covering each category. You will need to work your way through each
tab, entering a percentage score in 10% increments for all 91 criteria. Scores are tabulated and summarized at
the top of this spreadsheet. Additional instructions appear within each tab to assist you with scoring the
respective category. All input cells are highlighted in
NOTE: All 91 criteria or questions will include comments for 0% and 100% scores to help you understand
how to score the question. Move your cursor over the cell with a red triangle.
Additional Information
Many of the templates used in this spreadsheet were adopted from the book:
Measuring Up to the Baldridge: A Quick and Easy Self Assessment Guide for Organizations of All Sizes
by Donald C. Fischer, AMACOM, 1994.
Prepared by: Matt H. Evans, CPA, CMA, CFM
Color Scoring:
Actual Results
through each
d summarized at
SWOT Assessment Using
the Malcolm Baldrige Model
Category 1: Leadership (95 points)
Avg %
Summarize Leadership Score % score by Sub
Senior Leadership: Category
1.01 Extent of senior management involvement 70%
1.02 Integration of quality by senior management 60%
1.03 Overall effective communication on customer and quality 70%
1.04 Effective leadership development 60% 65%
Managing for Quality:
1.05 Accountability for quality within various levels and functions 70%
1.06 Communication to employees on customer and quality issues 80%
1.07 Employee support and training on quality issues 60%
1.08 Reinforcement by Managers to their employees 50% 65%
Social Responsibility:
1.09 Integration of social issues into the business 60%
1.10 Assessment of products and services on social issues 50%
1.11 Company leadership on social issues 50%
1.12 Evidence in support of social responsibility 60% 55%
The leadership category evaluates the committment and involvement of senior level management in
creating and sustaining a focus on values of quality, such as customer satisfaction. Strong leadership
is required for integrating quality into everything the company does, including social responsibilities.
0% to 20% range:
Senior management has yet to develop and launch quality improvement as a major strategic goal.
There is no real committment by leadership on making quality a high priority. Senior managers are
not engaged with customers, suppliers, employees, and others on how to improve quality. There
is no concern for things like social responsibility.
Criteria Criteria
Number Criteria Description / Question Score
1.07 Employees have regular training and support to reduce errors and
improve quality, including comparisons to planned improvements.
0% 100% Enter % score => 60%
1.08 How effective are managers and supervisors at reinforcing the customer
focus and quality values amongst employees? Are managers and
supervisors evaluated on this reinforcement?
0% 100% Enter % score => 50%
1.09 The organization has strongly integrated ethics, public responsibility,
environmental protection, and safety into its business practices.
0% 100% Enter % score => 60%
1.10 The organization plans ahead to consider the reaction and impact a
product or service may have on the local community, environment, and
human safety.
0% 100% Enter % score => 50%
1.12 Does the organization have evidence, such as trend data, to clearly show
that it is addressing social issues and is actively involved in community
services, education, environmental protection, health care, and other
public quality programs?
0% 100% Enter % score => 60%
Total Total
Points by Points
Sub Catg Scored
45 29
25 16
25 14
95 59
SWOT Assessment Using
the Malcolm Baldrige Model
Category 2: Information and Analysis (75 points)
Avg %
Summarize Information & Analysis Score % score by Sub
Management of Data: Category
2.01 Measurement of critical data for decision making 80%
2.02 Reliability and timeliness of data 80%
2.03 Evaluation and improvements to data 70% 77%
Competitive Analysis:
2.04 Deployment of competitive data analysis 60%
2.05 Scope and application of competitive data analysis 60%
2.06 Driving change to critical parts of the business 70%
2.07 Improvements to competitive analysis 60% 63%
Analysis and Use of Data:
2.08 Systematic analysis of data in critical areas 70%
2.09 Continuous improvement to data management practices 70%
2.10 Collection, transformation, and distribution of data 60%
2.11 Methods and techniques deployed 60% 65%
Total Points
Information & Analysis Scoring
0% to 20% range:
Data is primarily used for traditional reporting functions. Comparative analysis is not in place. Only a few
critical processes use quality data for improvement. Little or no data is collected and used for making
improvements with customers and suppliers. Data analysis is just beginning to take place for minor
improvement projects.
Criteria Criteria
Number Criteria Description / Question Score
2.02 How reliable is data to the decision maker and is this data distributed to
decision makers on a timely basis?
0% 100% Enter % score => 80%
2.03 How do you evaluate and improve data management practices, such as
shortening the process cycle and transforming data into useful information?
0% 100% Enter % score => 70%
2.04 Does your organization use external benchmarks and competitive data to
drive improvements, operating performance, and planning?
0% 100% Enter % score => 60%
2.07 Does the organization evaluate and revise the scope and accuracy of its
benchmarking data to improve planning and improve performance?
0% 100% Enter % score => 60%
2.10 Does the organization collect key cost, financial, operating, and other
data, translating it into useful information for employees and other
decision makers, supporting both operating and long-term planning
decisions?
0% 100% Enter % score => 60%
2.11 How does the organization reduce cycle times and improve the
integrity of data for decision makers?
0% 100% Enter % score => 60%
Total Total
Points by Points
Sub Catg Scored
15 12
20 13
40 26
75 50
SWOT Assessment Using
the Malcolm Baldrige Model
Category 3: Strategic Planning (60 points)
Avg %
Summarize Strategic Planning Score % score by Sub
The Planning Process: Category
3.01 Integration of planning into all parts of the business 70%
3.02 Integration of processes into planning decisions 60%
3.03 Enterprise wide planning 60%
3.04 Continuous improvements to planning 50% 60%
Performance Planning:
3.05 Recognition of quality within planning 90%
3.06 Sharing of planning decisions 70%
3.07 Integration of planning and quality goals 70%
3.08 Projections and targets for planning 60% 73%
Total Points
Strategic Planning Scoring
0% to 20% range:
Strategic planning is not visible or understood within the organization. Senior management develops the
strategy with no input from customers, suppliers, employees, or other stakeholder groups. The strategic
plan is very "inward" thinking with little focus on the customer.
Enter Scores for Strategic Planning Criteria
Criteria Criteria
Number Criteria Description / Question Score
3.01 How is overall planning integrated into lower level planning at business
unit levels and department levels for short term and long term decisions?
0% 100% Enter % score => 70%
3.05 Does the company have major quality improvement goals and
objectives within its strategy?
0% 100% Enter % score => 90%
3.06 How effective is the company at sharing and deploying its short term
goals with employees, suppliers, and others who have to execute on
the strategy?
0% 100% Enter % score => 70%
3.07 How does the organization's long term goals relate to improving
quality?
0% 100% Enter % score => 70%
3.08 How does the organization project out benefits from long term and short
term planning? How does this compare to key benchmarks?
0% 100% Enter % score => 60%
Total Total
Points by Points
Sub Catg Scored
35 21
25 18
60 39
SWOT Assessment Using
the Malcolm Baldrige Model
Category 4: Human Resources (150 points)
Avg %
Summarize Human Resource Score % score by Sub
HR Planning and Management: Category
4.01 Human resource plans linked to strategy 70%
4.02 Human resource plans linked to quality improvement goals 60%
4.03 Use of employee data for improvements 70% 67%
Employee Involvement:
4.04 Incentives for employee involvement in quality improvement 70%
4.05 Empowerment of employees for quality improvement 60%
4.06 Measure and monitor employees for quality improvement 60%
4.07 Wide spread involvement and key indicators 60% 63%
Education and Training:
4.08 Development of training and education programs 70%
4.09 Link between training and the job 60%
4.10 Measure the impact of training as it relates to the job 70%
4.11 Measure by various categories 70% 68%
Employee Performance & Recognition:
4.12 Reward and recognition for quality contributions 70%
4.13 Review and improve various recognition programs 60%
4.14 Trend data on recognition programs 60%
4.15 Continuous improvement of various programs 80% 68%
Employee Satisfaction:
4.16 Development of employee services 70%
4.17 Assessment of employee satisfaction 60%
4.18 Trend data on employee services 60% 63%
Total Points
Human Resource Scoring
0% to 20% range:
Training and fundamental development of employees is not widely practiced. Few employees are
empowered and no priority is given to building the human resources of the company. Reward and
recognition programs are not focused on employee performance and quality improvement. A few
managers support human resource development, but no real leadership exists from the top.
Criteria Criteria
Number Criteria Description / Question Score
4.01 Are human resource plans driven by the company's strategy to improve
quality; i.e. training, hiring, empowerment, teams, etc.?
0% 100% Enter % score => 70%
4.03 How does the organization use employee related data to improve
human resource management (hiring practices, training, etc.)?
0% 100% Enter % score => 70%
4.05 Does the organization give employees the authority and support
for solving problems and making improvements within their
work area?
0% 100% Enter % score => 60%
4.13 Does the organization regularly review and improve its compensation,
performance measurement, and recognition programs?
0% 100% Enter % score => 60%
20 13
40 25
40 27
25 17
25 16
150 98
SWOT Assessment Using
the Malcolm Baldrige Model
Category 5: Process Management (140 points)
Avg %
Summarize Process Management Score % score by Sub
Design & Introduction of Products and Services: Category
5.01 Customer information for design of products / services 80%
5.02 Design and testing of new products / services 70%
5.03 Life cycle management 80% 77%
Production and Delivery Processes:
5.04 Control over processes, including errors and defects 70%
5.05 Systematic approach for evaluation and assessment 70% 70%
Business and Support Service Processes:
5.06 Quality control in business and support service processes 70%
5.07 Use of key indicators 80%
5.08 Identification of areas for improvement 80% 77%
Supplier Quality:
5.09 Communication of quality standards to suppliers 80%
5.10 Quality assurance program 80%
5.11 Evaluation and improvement of procurement process 80%
5.12 Cooperative relationship with suppliers 70% 78%
Quality Assurance:
5.13 Audits and assessments of products and services 80%
5.14 Resolve and correct errors, defects, and other issues 70% 75%
Total Points
Process Management Scoring
0% to 20% range:
Quality assurance managers are solely responsible for making improvements to the business processes. No supplier
or customer input is sought in trying to improve core processes. Suppliers are not viewed as partners in helping run
the business. Very few if any problem solving tools are in place for analyzing and identifying process problems.
Processes may get evaluated, but no real emphasis is made on prevention.
Criteria Criteria
Number Criteria Description / Question Score
5.02 How does the organization design and test a new product or
service?
0% 100% Enter % score => 70%
5.03 Does the organization evaluate and shorten the design processes
for new products and services?
0% 100% Enter % score => 80%
5.04 Does the organization have control over processes, including control
over variations and defects in processes that are used for producing
and delivering products and services?
0% 100% Enter % score => 70%
5.07 Does the organization capture, maintain, and use key indicators
for business and support services?
0% 100% Enter % score => 80%
5.13 Does the organization audit or evaluate its products and services,
including the systems and processes that create and manage
products and services?
0% 100% Enter % score => 80%
40 31
35 25
30 23
20 16
15 11
140 105
ntrol measures.
ent. Problem
d evaluations.
sses. No supplier
s in helping run
SWOT Assessment Using
the Malcolm Baldrige Model
Category 6: Operating Results (180 points)
Avg %
Summarize Operating Result Scores % score by Sub
Product and Service Quality Results: Category
6.01 Historical data on product and service quality 80%
6.02 Competitive benchmarking 70% 75%
Operating Results:
6.03 Measurement of operating results 70%
6.04 Competitive benchmarking 70% 70%
Business and Support Service Results:
6.05 Data collection and measurement 70%
6.06 Best in class benchmarks 60% 65%
Supplier Quality Results:
6.07 Measurement of supplier results 70%
6.08 Comparable benchmarks 60% 65%
0% to 20% range:
There is only minor evidence of performance improvement. Overall, results are not favorable. Key indicators such
as customer satisfaction are not measured. Supplier improvements are not measured. No comparative benchmarks
are used to monitor results. Only a few parts of the organization are measuring improvements.
Criteria Criteria
Number Criteria Description / Question Score
6.01 Does the organization have at least two years of data related to
quality improvements in its products and services?
0% 100% Enter % score => 80%
6.02 How does the organization compare its quality results with
the competition?
0% 100% Enter % score => 70%
6.07 Does the organization measure and track supplier results and
quality?
0% 100% Enter % score => 70%
70 53
50 35
25 16
35 23
180 127
Comparative
dicators such
ve benchmarks
SWOT Assessment Using
the Malcolm Baldrige Model
Category 7: Customer (300 points)
Avg %
Summarize Customer Scores % score by Sub
Customer Expectations: Category
7.01 Determining customer requirements 70%
7.02 Determining new products and services 70%
7.03 Processes for determining customer requirements 60% 67%
Customer Relations Management:
7.04 Approaches and methods for building relationships 70%
7.05 Standards and processes for engaging with customers 70%
7.06 Maximize opportunities for customers to engage 60%
7.07 Quality of customer relationship 70%
7.08 Use of customer feedback 80%
7.09 Internal support for personnel dealing with customers 70%
7.10 Evaluation of customer relationships 70% 70%
Customer Commitment:
7.11 Building trust and confidence with customers 70%
7.12 Image and reputation for quality 80% 75%
Determining Customer Satisfaction:
7.13 Determining customer satisfaction by segment 70%
7.14 Customer satisfaction in relation to competition 80%
7.15 Evaluation methods for competitive comparisons 70% 73%
Customer Satisfaction Results:
7.16 Trending analysis on satisfaction and retention 70%
7.17 Use of adverse customer indicators 60% 65%
Customer Satisfaction Comparison:
7.18 Customer satisfaction metrics vs. competition 60%
7.19 Measurement of customer turnover or churn 70%
7.20 Market share trends in relation to quality 70% 67%
Total Points
Customer Scoring
0% to 20% range:
Few if any customer standards are in place. Most of the focus is on solving a customer's problem once it
occurs, but little emphasis is placed on trying to improve the overall process and prevent the same problem
from recurring again. Customer feedback is poor and rarely considered when developing service and products.
The main form of customer feedback is customer complaints. Products and services have bad reputations
for quality in the eyes of the customer.
Criteria Criteria
Number Criteria Description / Question Score
7.02 How does the organization determine new products and services
as well as new features for existing products and services?
0% 100% Enter % score => 70%
7.04 How does the organization build strong relationships with its
customers?
0% 100% Enter % score => 70%
7.11 How does the organization build trust and confidence in its
products and services?
0% 100% Enter % score => 70%
7.12 How does the organization evaluate and improve the customer's
perception of the organization's commitment to quality?
0% 100% Enter % score => 80%
7.15 How does the organization evaluate and improve its approach to
analyzing customer satisfaction in relation to the competition?
0% 100% Enter % score => 70%
35 23
65 46
15 11
30 22
85 55
70 47
300 204