เกณฑ์รางวัลคุณภาพแห่งชาติ ปี 2557-2558

:

2539 5 2539

2540 Thailand Quality Award 2543 9 ( 2545-2549)

23 2543

2544

2545

2551

2554 10 (Thailand Quality Award: TQA)2556 Baldrige Performance Excellence Program

:

(Thailand Quality Award: TQA)

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:

1.

2.

3.

4.

2557-2558 3

2557-2558

5

8

9

10

11

12

: 13 1 19

2 26

3 33

4 38

5 44

6 50

7 54

61

66

74

112

123

146

154

156

2557-2558TQA Criteria for Performance Excellence 2014-20154

7

1.

2.

3.

4.

5.

6.

7.

2557-2558

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2557-2558 5

3

100

(1)

(2)

(3)

(4)

(5)

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Lean,SixSigma,ISO9000,

BalancedScorecard

(1)

(2)

/

2557-2558 7

4

1.()

2.()

3.

()

4.,

,

()

2

1.

17 ()

()

2.


:

(Criteria for Performance Excellence Framework: A Systems Perspective)

6

(1,

23) (5,67)

2

7.

1.

5.

2.

3.

6.

4.

(

)

( )

(

)

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2557-2558 9

(Criteria for Performance Excellence Structure)

7

172

3

()

(1-6)

(7)

11

3

1.

2.

3.

(...)

3

(Basic Requirements)

(Overall Requirements)

(Multiple Requirements)

()

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TQA Criteria for Performance Excellence 2014-201510

(*)

. (CUSTOMER Focused Product and PROCESS RESULTS)

. (WORK PROCESS EFFECTIVENESS RESULTS)

(1) (PROCESS EFFECTIVENESS and Efficiency)

(2) (Emergency Preparedness)

. (Supply-Chain Management RESULTS)

:

7.1

( 4.1) ( 4.2)

( 7.2) ( 7.5)

1 1 1-6

1

7.1

1(2) 3.1 3.2

1(2) 3.2

7.1

7.1 7.1

6.1 6.2

7.1

,

,

, , ,

, ,

,

7.1

(Supplier and Partner Audits)

()

1.

2.

3.

7.1(ProductandProcessResults):

(120)

()

2557-2558 11

1.

2.

110 1.1 60

1.2 50

95 2.1 45

2.2 50

95 3.1 45

3.2 50

100 4.1 55

4.2 45

100 5.1 45

5.2 55

100 6.1 55

6.2 45

400 7.1 120

7.2 75

7.3 75

7.4 65

7.5 65

1000

1

2

3

4

5

6

7


1.

1.1

1.2 123-145

2. 3

1-6

7

3.

4. (*)

5. [1.1(3)]

6. 3

(1)

(2)

(3)

7. 2557-2558

2557-2558

2557-2558 13

(Criteria for Performance Excellence)

(Begin with the Organizational Profile)

:

17

: (Organizational Profile)

1)2)

3)

1. (Organizational Description):

. (Organizational Environment)

(1) (Product Offerings)(

15)


(2) (VISION and MISSION) (PURPOSE)

(VISION) (VALUES) (MISSION)

(CORE COMPETENCIES)

(3) (WORKFORCE Profile)

(WORKFORCE

DIVERSITY and job DIVERSITY)

(4) (Assets)

(5) (Regulatory Requirements)

1)

2) (Accreditation, Certification)

3)4)(*)

. (Organizational Relationships)

(1) (Organizational Structure)

(GOVERNANCE system)

(*)

(2) (CUSTOMERS and STAKEHOLDERS)

(*)

2557-2558 15

(3) (Suppliers and PARTNERS)

(COLLABORATORS)

(*)

(Supply-Chain)

:

1(1)

(Product Offerings)

1(2)

(Core Competencies)

1(3)

()

1(3)


1(5)

(CodesofConduct)

(Carbon Regulations and Trading)

1(1)

1(2)

(Market Segments)

1(2)

1(2)

1(3)

2557-2558 17

2. (Organizational Situation):

(KEY STRATEGIC CHALLENGES)

(KEY STRATEGIC ADVANTAGES)

. (Competitive Environment)

(1) (Competitive Position)

(2) (Competitiveness Changes)

()

(*)

(3) (Comparative Data)

()

. (Strategic Context)

/

. (Performance Improvement System)


:

2

2

2

/

2

LeanEnterpriseSixSigmaPlan-Do-Check-ActISO(9000

14000)

2557-2558 19

1

1 (Leadership) (110 )

(GOVERNANCEsystem)

1.1 (Senior Leadership):

(60 )

(Personal Actions)

(HIGH PERFORMANCE)

(WORKFORCE) (KEY CUSTOMERS)

. (Vision, Values, and Mission)

(1) (Vision and Values) (SENIOR LEADERS)

(LEADERSHIP

SYSTEM)

(*)

(2)

(Promoting Legal and Ethical Behavior)


(3) (Creating a SUSTAINABLE Organization)

(WORKFORCE)

(INTELLIGENT RISK taking)

(STRATEGIC OBJECTIVES)

(OrganizationalAgility)

.

(Communication and Organizational PERFORMANCE)

(1) (Communication)(SENIORLEADERS)

(WORKFORCE)

/

(2) (Focus on Action)

(INTELLIGENTRISKtaking)

(VALUE) (CUSTOMERS)

(STAKEHOLDERS)

2557-2558 21

:

1.1

7.1-7.5

1.1(1)

2.12.2

1.1(3)

/

/

(Taking Intelligent Risks)

1.1(3)

(1.2)

1.1(1)

(Tweets) (Blogging) (Electronic Forums)

1.1(1)

1.1(2)

(Taking

IntelligentRisks)

(Waste)PDCA,SixSigma,Lean

(Strategic

Objectives)(2.2(1))

1


1.2 (Governance and

Societal Responsibilities):

(50 )

(APPROACH) (GOVERNANCE)

(ETHICAL BEHAVIOR)

. (Organizational GOVERNANCE)

(1) (GOVERNANCE System)

(*)

(EFFECTIVENESS)

(*)

(2) (PERFORMANCE Evaluation)

(SENIORLEADERS)

(*)

(*)

2557-2558 23

.

(Legal and ETHICAL BEHAVIOR)

(1) (Legal and Regulatory Behavior)

(Public Concerns)

(PROCESSES) (*)

(*)

(2) (ETHICAL BEHAVIOR)

.

(Societal Responsibilities and Support of KEY Communities)

(1) (Societal Well-Being)

(2) (Community Support)

(KEY communities)

(CORE COMPETENCIES)

1


:

1.2

( 2.1)

(6)

(7.4) (

)

(Green Technology) (Carbon

Footprint)

1.2

5.16.2

1.2(1)

1.2(2)

1.2(1)

2557-2558 25

1.2(2)

()

1.2

1.2

()

/

1.2

(Extra Efforts)

1


2 (Strategic Planning) (95 )

2.1 (Strategy Development):

(45 )

(STRATEGIC CHALLENGES) (STRATEGIC

ADVANTAGES) (STRATEGIC OPPORTUNITIES)

(KEY WORK SYSTEM)

(KEY STRATEGIC OBJECTIVES)

(GOALS)

. (Strategy Development PROCESS)

(1) (Strategic Planning PROCESS)

(Organizational Agility)

(Operational Flexibility)

(2) (INNOVATION)

(STRATEGIC OPPORTUNITIES)

(INTELLIGENT RISK)

2557-2558 27

2

(3) (Strategy Considerations)

(4) (WORK SYSTEMS and CORE

COMPETENCIES)

(CORE COMPETENCIES)

(CORECOMPETENCIES)

. (STRATEGIC OBJECTIVES)

(1) (KEY STRATEGIC OBJECTIVES)

(GOALS)

()

(2) (STRATEGIC OBJECTIVES Considerations)

(CORECOMPETENCIES)


:

2.1

3.26.1(*)

2.1

(Strategy Development)

( 4.2 )

2.1

(New Core

Competencies)

2.1(2)

(

)

2557-2558 29

2.1(3)

(CoreCompetencies)

2.1(3)

2.1(4)

3

2


2.1(1)

(Virtual Manufacturing)

ISO

2557-2558 31

2.2 (Strategy Implementation):

(50 )

(ACTION PLANS)

(DEPLOY) (MEASURES)

(INDICATORS)

(Comparisons)

.

(ACTION PLAN Development and DEPLOYMENT)

(1) (ACTION PLAN Development)

(STRATEGIC

OBJECTIVES)

(2) (ACTION PLAN Implementation)

(*)

(3) (Resource Allocation)

(Financial

Viability)

(4) (WORKFORCE Plans)

(5) (PERFORMANCE MEASURES)

(KEY PERFORMANCE MEASURES or INDICATORS)

(EFFECTIVENESS)

(ALIGNMENT)

2


(6) (ACTION PLAN Modification)

. (PERFORMANCE PROJECTIONS)

2.2(5)

(Competitors)

(KEY BENCHMARK) (*)

:

2.2

1.1

3

4

(Effective Basis)

5

6

7.1

2.2

( 2.2)

2557-2558 33

3

3 (Customer Focus) (95 )

3.1 (Voice of the Customer):

(45 )

. (CUSTOMER Listening)

(1) (Listening to Current CUSTOMERS)

(*)

(2) (Listening to Potential CUSTOMERS)

(*)


.

(Determination of CUSTOMER Satisfaction and ENGAGEMENT)

(1) (Satisfaction and ENGAGEMENT)

(*)

(2) (Satisfaction Relative to Competitors)

(industry BENCHMARKS) (*)

(3) (Dissatisfaction)

:

3.1

(Focus Group Findings)

(Blog Comments) (Social Media)

3.1

/

1(1) 2

2557-2558 35

3

3.1(1)

Wikis

3.1(1)

(*)

3.1

(

)

3.1(2)


3.2 (Customer Engagement):

(50 )

. (Product Offerings and CUSTOMER Support)

(1) (Product Offerings)

(market SEGMENTS) ()

(*)

(2) (CUSTOMER Support)

(3) (CUSTOMER Segmentation)

. (Building CUSTOMER Relationships)

(1) (Relationship Management)

2557-2558 37

(2) (Complaint Management)

:

3.2

3.2

,,,,

, , , ,

7.1

7.2

3.2(2)

3.2

3


4 (Measurement,

Analysis, and Knowledge Management) (100 )

(KNOWLEDGE ASSETS)

(PERFORMANCE)

4.1 (Measurement,

Analysis, and Improvement of Organizational Performance):

(55 )

. (PERFORMANCE Measurement)

(1) (PERFORMANCE MEASURES)

(2) (Comparative Data)

2557-2558 39

4

(3) (CUSTOMER Data)

(

)

(*)

(4) (Measurement Agility)

. (PERFORMANCE Analysis and Review)

(*)

. (PERFORMANCE Improvement)

(1) (Best Practices)

(2) (Future PERFORMANCE)

( 4.1)

( 2.2)

(Reconcile)


(3) (Continuous Improvement and

INNOVATION) (

4.1)

(*)

:

4.1

2

4.1 7.17.5

4.1

4.1(2)

/

4.1

2.12.2

2557-2558 41

4.1

,

,/,

(*)

4


4.2 (Knowledge Management,

Information, and Information Technology):

(45 )

. (Organizational Knowledge)

(1) (Knowledge Management)

(2) (Organizational LEARNING)

.

(Data, Information, and Information Technology)

(1) (Data and Information Properties)

(2) (Data and Information Availability)

(*)

2557-2558 43

(3) (Hardware and Software Properties)

(4) (Emergency Availability)

:

4.2(2)

4


5 (Workforce Focus) (100 )

5.1 (WORKFORCE Environment):

(45 )

. (WORKFORCE CAPABILITY and CAPACITY)

(1) (CAPABILITY and CAPACITY)

(Certifications)

(Staffing Levels)

(2) (New WORKFORCE Members)

(Ideas) (Thinking)

(3) (Work Accomplishment)

(CORE COMPETENCIES)

/

2557-2558 45

(4) (WORKFORCE Change Management)

(Staffing Levels)

. (WORKFORCE Climate)

(1) (Workplace Environment)

(2) (WORKFORCE Benefits and Policies)

:

5.1

2 6

5


5.1

,

, ,

5.1

2

5.1(2)

5.2

5.1(4)

/

(Outplacement)

5.1(1)

(AttitudinallyAccessible)

2557-2558 47

5

5.2 (Workforce Engagement):

(55 )

. (WORKFORCE PERFORMANCE)

(1) (Elements of ENGAGEMENT)

(2) (Organizational Culture)

(Ideas) (Thinking)

(3) (PERFORMANCE Management)

(INTELLIGENT RISK taking)

/

. (Assessment of WORKFORCE ENGAGEMENT)

(1) (Assessment of ENGAGEMENT)


(2) / (Correlation with Business RESULTS)

/ 7

/

. (WORKFORCE and Leader Development)

(1) (LEARNING and Development System)

(CORE COMPETENCIES)

/

(2) (EFFECTIVENESS of LEARNING and

Development)

(3) (Career Progression)

:

5.2

2557-2558 49

5.2(2), 5.2(3)

130

5.2(3)

5.2(2)

7.37

5.2

5


6 (Operations Focus) (100 )

6.1 (Work Processes):

(55 )

. (Product and PROCESS Design)

(1) (Design Concepts)

(2) (Product and PROCESS

Requirements)

. (PROCESS Management)

(1) (PROCESS Implementation)

2557-2558 51

6

(2) (Support PROCESSES)

/

(3) (Product and PROCESS Improvement)

:

6.1 7.1

6.1(2)

/

6.1(2)

/

6.1(3)

Lean Enterprise, Six Sigma, ISO, PDCA,

,

2


6.2 (Operational Effectiveness):

(45 )

. (Cost Control)

(*)

(Inspections) (Tests)

(PROCESS or PERFORMANCE audits) (*)

. (Supply-Chain Management)

.

(Safety and Emergency Preparedness)

(1) (Safety)

(Inspection)

2557-2558 53


. (INNOVATION Management)

(INTELLIGENT

RISKS)

:

6.2

6.2(2)

4.2

6.2

2.1(2)

6


7 (Results) (400 )

7.1 (Product and Process Results):

(120 )

(*)

.

(CUSTOMER Focused Product and PROCESS RESULTS)

.

(WORK PROCESS EFFECTIVENESS RESULTS)

(1) (PROCESS EFFECTIVENESS and Efficiency)


2557-2558 55

. (Supply-Chain Management RESULTS)

:

7.1

( 4.1), ( 4.2),

( 7.2), (

7.5) 1 1 1-6

1

7.1

1(2)

3.1 3.2

1(2) 3.2

7.1

7.1

6.1 6.2

7.1

,

,

, , ,

, ,

,

7.1

(Supplier and Partner Audits)

7


7.2 (Customer Focused Results):

(75)

(*)

. (CUSTOMER-Focused RESULTS)

(1) (CUSTOMER Satisfaction)

(2) (CUSTOMER ENGAGEMENT)

(*)

:

7.2

1.(2)

3 3.1

7.2(1)

2557-2558 57

7.3(Workforce-FocusedResults):

(75)

(*)

. (WORKFORCE RESULTS)

(1) (WORKFORCE CAPABILITY and

CAPACITY)

(Staffing Levels)

(2) (WORKFORCE Climate)

(*)

(3) (WORKFORCE ENGAGEMENT)

(4) (WORKFORCE Development)

:

7.3

5

6

2.2

7.3

(*) 7

7.3(3)

5.2(1)

7


7.4(LeadershipandGovernanceResults):

(65)

(*)

.

(Leadership, GOVERNANCE, and Societal Responsibility RESULTS)

(1) (Leadership)

(2) (GOVERNANCE)

(*)

(3) (Law and Regulation)

(4) (Ethics)

(5) (Society)

2557-2558 59

. (Strategy Implementation RESULTS)

(INTELLIGENT RISKS)

(CORE COMPETENCIES)

:

7.4(1)

1.1

7.4(2)

7.4(3)

1.2 (

) 7.1(1) 7.3(2)

7.4(4)

1.2(2)

7.4(5)

1.2(1) 1.2(1) 1.2(2)

,

, ,

, (

)

7.4

2.1(1)

2.2(5) 2.2

7


7.5(FinancialandMarketResults):

(65)

(*)

. (Financial and Market RESULTS)

(1) (Financial PERFORMANCE)

(Financial

Viability) (Budgetary Performance)

(*)

(2) (Marketplace PERFORMANCE)

(*)

:

7.5(1)

(ROI), (Operating Margins),

(Liquidity), (Debt to Equity Ratio), (Days

Cash on Hand), ,

4.1(1)

2.2

(Performance to Budget), (Reserve Funds), ,

,

7.5(2)

(Charitable Donationstor Grants)

2557-2558 61

2557-2558

25 Baldrige

Malcolm

Baldrige National Quality Award Judges Panel 2533

25

2557-2558

3

(1)

(2)

(3)


(Designing and Implementing Work Systems)

(Core Competencies)

2557

(Cultivating and Managing Innovation)

2557-2558

(Mastering Social Media)

(1)

(2)

(3)

(4)

2557-2558 63

2557-2558 4

: (Preface: Organizational Profile)

:

:

1 (Category 1: Leadership)

1.1 :

1.2 :

2 (Category 2: Strategic Planning)

2.1 :

(Core Competencies)

(SWOT)


3 (Category 3: Customer Focus)

3.1 :

3.2 :

4

(Category 4: Measurement, Analysis, and Knowledge Management)

4.1 :

3

4.2

5 (Category 5: Workforce Focus)

5.1 :

6 (Category 6: Operations Focus)

( 2)

6.1

/

6.2

2557-2558 65

7 (Category 7: Results)

1 1 1-6

1

7.2 7.3

75

( 7.5 65 )

7.1 :

7.4 :

(Core Values and Concepts)

(Glossary of Key Terms)


(How to Respond to the Criteria)

7

(Application Report)

17

( 146-157)

(First Steps)

1. (How to Respond to the Criteria)

( 12-60)

( 146-157)

( 123-145)

( 74-112)

2.

(Understand how to Read and Respond to a Criteria Item)

( 9)

2557-2558 67

3. (Review the Scoring Guidelines)

( 154-157) ( 1-6)

( 7)

4. (Understand the Meaning of Key Terms)

( 123-145)

5. : (Start with the Organizational Profile)

( 13-18)

/

(Responding to Process Items) ( 1-6)


( 1-6)

1. (Understand the Meaning of How)

( 146-147)

(Anecdotal Information)

(Show that approaches are systematic) /

(Show deployment)

(Show evidence of learning)

(Show integration)

2557-2558 69

2. (Understand the Meaning of What)

1-6 2

1

2

7

3. (Show Focus and Consistency)

4

( 2)

(Core Competencies)

( 4.1)

( 2) ( 6)


7 (Responding to Results Items)

1.

(Focus on your Organizations Most Critical Performance Results)

2.

(Report Levels, Trends, and Comparisons, and Show Integration)

(Report Trends)

5

(Report Comparisons)

(Show Integration)

( )

2557-2558 71

(Responding Efficiently)

1. (Cross-Reference when Appropriate)

5.2

5.2

2. (Use a Compact Format)

(Flowcharts) (Bullets)

3. (Use Graphs and Tables)

(

)

100

72 7.1

Six Sigma

(Defects per Million Opportunities)


3

2556

.

.

.

.

(Defects per Million Opportunities)

7.1-3

2551

50454035302520151050

2552 2553 2554 2555 2556 2557

3.4(6)

2557-2558 73

( 5) 2552

(

)

Six Sigma 2557


1-7

(Core Competencies)

/

1. (Organizational Description)

(Understand your Organization)

(Core

Competencies)

2557-2558 75

(Understand your Core Competencies)

(Understand your Regulatory Environment)

/

(Identify Governance Roles and Relationships)

()

(Understand the Role of Suppliers)


2. (Organizational Situation)

(Know your Strengths, Vulnerabilities, and Opportunities)

(1) (Core Competencies)

(2)

(3) (4)

(Know your Competitors)

/

(Conferences)

(Know your Strategic Challenges)

( )

2557-2558 77

/

(Prepare for Disruptive Technologies)

(Social Media)

/

(Leadership) ( 1)

1.1 (Senior Leadership)


(The Role of Senior Leaders)

(RoleModel Senior Leaders)

1.2

(Governance and Societal Responsibilities)

2557-2558 79

(Organizational Governance)

()

(Legal Compliance, Ethics and Risks)

(1)

(2) (3)

(Public Concerns)

(Conservation of Natural Resources)


(Societal Responsibility)

(Community Support)

(Core Competencies)

/

(Strategic Planning) ( 2)

/

(Core Competencies)

2557-2558 81

3

(CustomerDriven Excellence)

(Operational Performance Improvement and Innovation)

/

(Organizational and Personal Learning)


/

3

(1)

(2)

(3)

2.1 (Strategy Development)

2557-2558 83

(A Context for Strategy Development)

/

(A FutureOriented Basis for Action)/

/

(Competitive Leadership)

(Work Systems)


2.2 (Strategy Implementation)

(Developing and Deploying Action

Plans)

2557-2558 85

(Performing Analyses to Support Resource Allocation)

(Return on Investment - ROI)

(Return on Invested Capital - ROIC)

(Creating Workforce Plans)


(Projecting your Future Environment)

(

)

(Customer Focus) ( 3)

3.1 (Voice of the Customer)

2557-2558 87

(Customer Listening)

/

(Focus Group)

(Actionable Information)

/

/ (Listening/Learning and Business Strategy)

/

(Social Media)

(Customer and Market Knowledge)


(Customers Satisfaction with Competitors)

/

3.2 (Customer Engagement)

(Engagement as a Strategic Action)

/

(Customer Relationship Strategies)

(Complaint Management)

2557-2558 89

(Measurement, Analysis, and Knowledge Management) ( 4)

4

4.1

(Measurement, Analysis, and Improvement of Organizational Performance)


(Aligning and Integrating your Performance Management System)

(Using Comparative Data)

(Breakthrough)

/ (Core Competencies)

(Selecting and Using Comparative Data)

2557-2558 91

(Reviewing Performance)

(Core Competencies)

(Analyzing Performance)


/

2557-2558 93

(Aligning Analysis, Performance Review, and Planning)

(Understanding Causality)

4.2

(Knowledge Management, Information, and Information Technology)

(Knowledge Management)

//


(Organizational Learning)

(Information Management)

// /

(Data and Information Availability)

/

(Emergency Availability)

( 6.2)

2557-2558 95

(Workforce Focus) ( 5)

( 2)

5.1 (Workforce Environment)

(Workforce Capability and Capacity)


(Workforce Support)

5.2 (Workforce Engagement)

(Core Competencies)

(HighPerformance Work)

/

2557-2558 97

(Workforce Engagement and Performance)

(Factors in Workforce Engagement)

(Factors Inhibiting Engagement)

(Focus Groups)

(Compensation and Recognition)


(Other Indicators of Workforce Engagement)

(Workforce Development Needs)

/

(Learning and Development Locations)

(E-Learning)

(Distance Learning)

(Individual Learning and Development Needs)

2557-2558 99

(Customer Contact Training)

(Knowledge Transfer)

(Implicit Knowledge)

(Learning and Development Effectiveness)

/

(Operations Focus) ( 6)

6.1 (Work Processes)


(Work Process Design)

(Work Process Requirements)

(Green Manufacturing)

(Reengineering)

2557-2558 101

(Key ProductRelated and Business Processes)

/

(Core Competencies)

/

/

(InProcess Measures)

(Key Support Processes)


(Process Performance)

/

(Root Cause)

(*)

(Process Improvement)

(

)

/

Lean, Six Sigma, PlanDoCheckAct (PDCA)

(Reengineering)

2557-2558 103

6.2 (Operational Effectiveness)

(Cost Control)

Lean

Six Sigma

(SupplyChain Management)

(Core Competencies)

2

(Workplace Safety)


(Emergency Preparedness)

( 4.2)

(Innovation Management)

2

(1)

()

(2)

(Results) ( 7)

2557-2558 105

7 ()

7

7.1(ProductandProcessResults)

(Measures of Product Performance)

3.1 3.2


(Examples of Product Measures)

(Product Performance and Customer Indicators)

(1)

(2)

(3)

(Process Effectiveness and Efficiency Measures)

/

2557-2558 107

Six Sigma

ISO 9001

(Measures of Organizational and Operational Performance)

7.2(Customer-FocusedResults)

(Your Performance as Viewed by your Customers)


(

)

(Results that go Beyond Satisfaction)

()

7.3(Workforce-FocusedResults)

(Workforce Results Factors)

()

2557-2558 109

(Workforce Capacity and Capability)

(Certifications)

(Workforce Engagement)

7.4

(LeadershipandGovernanceResults)

(Importance of High Ethical Standards)


(Results to Report)

(Sanctions or Adverse Actions)

5

(Measures of Strategy Implementation)

7.5(FinancialandMarketResults)

(Senior Leaders Role)

2557-2558 111

(Appropriate Measures to Report)

7.5(1)

(Cash Position) (Net

Assets) (Debt Leverage) (CashtoCash Cycle Time) (Collections) (Billing)

(Receivables)

/


(CoreValuesandConcepts)

( 1-6)

( 7)

2557-2558 113

(VisionaryLeadership)

(Customer-DrivenExcellence)

/


/

(OrganizationalandPersonalLearning)

/

(Organizational Learning)

(1)

(2)

(3)

2557-2558 115

(4)

(5)

(1)

(2) /

(3) /

(4)

(5)

(6)

(7)

(Personal Learning)

(Distance Learning)

(1)

(2)

(3)

(4)


(Valuing Workforce Members and Partners)

(Valuing Workforce Members)

(1)

(2)

(3)

(4)

(5)

(6)

(Valuing Partners)

2557-2558 117

(Agility)


(FocusontheFuture)

/

/

2557-2558 119

(ManagingforInnovation)

/

(ManagementbyFact)

/


(SocietalResponsibility)

2557-2558 121

(FocusonResultsandCreatingValue)

(Leading & Lagging

Measures)


(SystemsPerspective)

7

/

(Core Competencies)

( 8)

(Core Competencies)

2557-2558 123

(Glossary)

ACTIONPLANS:

/

Strategic Objectives 141

ALIGNMENT:

3

Integration 131


ANALYSIS:

/

ANECDOTAL:

Systematic 142

APPLICATIONREPORT:

APPROACH:

1-6

1-6

146-157

2557-2558 125

BASICREQUIREMENTS:

10

BENCHMARKS:

()

CAPABILITY,WORKFORCE:

Workforce Capability 145

CAPACITY,WORKFORCE:,

Workforce Capacity 145

COLLABORATORS:

Partners 135

CORECOMPETENCIES:


/

/ (

)

CUSTOMER:

(

)

/

Stakeholders 139

CUSTOMERENGAGEMENT:

/

CYCLETIME:

2557-2558 127

DEPLOYMENT:

1-6

146-157

DIVERSITY:

EFFECTIVE:

(1)

(2)

EMPOWERMENT:


ENGAGEMENT,CUSTOMER:

Customer Engagement 126

ENGAGEMENT,WORKFORCE:

Workforce Engagement 145

ETHICALBEHAVIOR:

/

2557-2558 129

GOALS:

(Stretch Goals)

()

Performance Projections

136

GOVERNANCE:

(Corporate Charters) (By-Laws)

(1) /

(2)

(3)


HIGH-PERFORMANCEWORK:

(Flattened Organizational

Structure)

(Core Competencies)

HOW:

( 1-6)

()

INDICATORS:

Measures and Indicators 134

2557-2558 131

INNOVATION:

/

/

Intelligent Risks

132 Strategic Opportunities 141

INTEGRATION:

146-157

Alignment 123


INTELLIGENTRISKS:

Strategic Opportunities 141

KEY:

5 ( 5 )

KNOWLEDGEASSETS:

(Know How)

2557-2558 133

LEADERSHIPSYSTEM:

1)

2) 3)

2

LEARNING:

114-116

1-6

146-157


LEVELS:

MEASURESANDINDICATORS:

()

(1)

(

)

(2) ( - Leading Indicator)

(

)

MISSION:

(Core

Competencies)

MULTIPLEREQUIREMENTS:

10

2557-2558 135

OVERALLREQUIREMENTS:

10

PARTNERS:

Collaborators 125

PERFORMANCE:

4

(1)

(2)

(3)

(4)


()

PERFORMANCEEXCELLENCE:

(1)

(2)

(3)

PERFORMANCEPROJECTIONS:

2557-2558 137

Goals 129

PROCESS:

()

()

1 2 4

146-157


PRODUCTIVITY:

(

)

(

)

PROJECTIONS,PERFORMANCE:

Performance Projections 136

PURPOSE:

//

RESULTS:

146-157

1 2 4

146-157

2557-2558 139

SEGMENT:

/

SENIORLEADERS:

STAKEHOLDERS:

Customer 126

STRATEGICADVANTAGES:


(1) (Core Competencies)

(2)

Strategic Challenges Strategic

Objectives

STRATEGICCHALLENGES:

Strategic Advantages Strategic

Objectives

2557-2558 141

STRATEGICOBJECTIVES:

/

()

Action Plans 123

STRATEGICOPPORTUNITIES:

(Relative Risk)

()

Intelligent Risks

132

SUSTAINABILITY:

/

/

/


SYSTEMATIC:

154-155

TRENDS:

()

2557-2558 143

VALUE:

VALUES:

VISION:

VOICEOFTHECUSTOMER:


WORKPROCESSES:

/

WORKSYSTEMS:

/

WORKFORCE:

(

) ()

2557-2558 145

WORKFORCECAPABILITY:

(Competencies)

/

WORKFORCECAPACITY:

WORKFORCEENGAGEMENT:


2

(1) ( 1-6)

(2) ( 7)

(Scoring Guidelines) 154-157

/

1-6 4 (ApproachA)

(DeploymentD) (LearningL) (IntegrationI) (ADLI)

4

(ApproachA)

( )

(DeploymentD)

2557-2558 147

(Learning-L)

149

(Integration-I)

( 1 -

6)

()

( 151)


7

4 (Level-L) (Trend-T)

(Comparison-C) (Integration-I) (LeTCI)

4

(Level-Le)

(Trend-T)

(

)

(

)

(Comparison-C)

(Integration-I)

()

2557-2558 149

(FromFightingFirestoInnovation):

( 0-5%) (70-

100%)

1

(ReactingtotheProblem)(0-5%)

2

(GeneralImprovementOrientation)(10-25%)


3

(SystematicEvaluationandImprovement)

(30-45%)

(Heat Sensors

and a Sprinkler System)

4

(LearningandStrategicImprovement)(50-65%)

5

(OrganizationalAnalysisandInnovation)

(70-100%)

2557-2558 151

1. (Reacting to Problems)

(0-25%)

3.

(Aligned Approaches) (50-65%)

2. (Early Systematic

Approaches) (30-45%)

4. (Integrated

Approaches) (70-100%)

(Steps toward Mature Processes)

( 1-6)


(Importance as a Scoring Consideration)

/

2.1, 2.2, 3.2, 5.1, 5.2 6.1

(How to Score an Item Response)

( 154-157)

( 50 65)

4 (ADLI)

4 (LeTCI)

1-6 (ADLI) 7 (LeTCI)

( 55%)

2557-2558 153

50% (A Process Item Score of 50%)

50% (A Results Item Score of 50%)

/

/

/


PROCESSSCORINGGUIDELINES(Forusewithcategories1-6)

No SYSTEMATIC APPROACH to item requirements is evident; information is ANECDOTAL. (A)

Little or no DEPLOYMENT of any SYSTEMATIC APPROACH is evident. (D)

An improvement orientation is not evident; improvement is achieved through reacting

to problems. (L)

No organizational ALIGNMENT is evident; individual areas or work units operate independently. (I)

The beginning of a SYSTEMATIC APPROACH to the BASIC REQUIREMENTS of the item is

evident. (A)

The APPROACH is in the early stages of DEPLOYMENT in most areas or work units, inhibiting

progress in achieving the BASIC REQUIREMENTS of the item. (D)

Early stages of a transition from reacting to problems to a general improvement orientation are

evident. (L)

The APPROACH is ALIGNED with other areas or work units largely through joint problem solving.

(I)

An EFFECTIVE, SYSTEMATIC APPROACH, responsive to the BASIC REQUIREMENTS of the item,

is evident. (A)

The APPROACH is DEPLOYED, although some areas or work units are in early stages of

DEPLOYMENT. (D)

The beginning of a SYSTEMATIC APPROACH to evaluation and improvement of KEY PROCESSES

is evident. (L)

The APPROACH is in the early stages of ALIGNMENT with your basic organizational needs

identified in response

to the Organizational Profile and other process items. (I)

An EFFECTIVE, SYSTEMATIC APPROACH, responsive to the OVERALL REQUIREMENTS of the

item, is evident. (A)

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

units. (D)

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. (L)

The APPROACH is ALIGNED with your overall organizational needs identified in response to the

Organizational Profile and other process items. (I)

An EFFECTIVE, SYSTEMATIC APPROACH, responsive to the MULTIPLE REQUIREMENTS of the

item, is evident. (A)

The APPROACH is well DEPLOYED, with no significant gaps. (D)

Fact-based, SYSTEMATIC evaluation and improvement and organizational LEARNING, including

INNOVATION, are KEY management tools; there is clear evidence of refinement as a result of

organizational-level ANALYSIS and sharing. (L)

The APPROACH is INTEGRATED with your current and future organizational needs identified in

response to the Organizational Profile and other process items. (I)

An EFFECTIVE, SYSTEMATIC APPROACH, fully responsive to the MULTIPLE REQUIREMENTS of

the item, is evident. (A)

The APPROACH is fully DEPLOYED without significant weaknesses or gaps in any areas or work

units. (D)

Fact-based, SYSTEMATIC evaluation and improvement and organizational LEARNING through

INNOVATION are KEY organization-wide tools; refinement and INNOVATION, backed by ANALYSIS

and sharing, are evident throughout the organization. (L)

The APPROACH is well INTEGRATED with your current and future organizational needs identified

in response to the Organizational Profile and other process items. (I)

0% or 5%

10%, 15%,

20%,

or 25%

30%, 35%,

40%,

or 45%

50%, 55%,

60%,

or 65%

70%, 75%,

80%,

or 85%

90%, 95%,

or 100%

PROCESSSCORE

2557-2558 155

(ProcessScoringGuidelines)(1-6)

(A)

(D)

(Improvement Orientation) (L)

(I)

(A)

(D)

(L)

(I)

(A)

(D)

(L)

(I)

(A)

(D)

(L)

(I)

(A)

(D)

(L)

(I)

(A)

(D)

(L)

(I)

0% or 5%

10%, 15%,

20%,

or 25%

30%, 35%,

40%,

or 45%

50%, 55%,

60%,

or 65%

70%, 75%,

80%,

or 85%

90%, 95%,

or 100%

( 1-6)


RESULTSSCORINGGUILDELINES(Forusewithcategory7)

There are no organizational PERFORMANCE RESULTS and/or poor RESULTS in areas

reported. (Le)

TREND data either are not reported or show mainly adverse TRENDS. (T)

Comparative information is not reported. (C)

RESULTS are not reported for any areas of importance to the accomplishment of your

organizations MISSION. (I)

A few organizational PERFORMANCE RESULTS are reported, responsive to the BASIC

REQUIREMENTS of the item, and early good PERFORMANCE LEVELS are evident. (Le)

Some TREND data are reported, with some adverse TRENDS evident. (T)

Little or no comparative information is reported. (C)

RESULTS are reported for a few areas of importance to the accomplishment of your


Good organizational PERFORMANCE LEVELS are reported, responsive to the BASIC

REQUIREMENTS of the item. (Le)

Some TREND data are reported, and a majority of the TRENDS presented are beneficial. (T)

Early stages of obtaining comparative information are evident. (C)

RESULTS are reported for many areas of importance to the accomplishment of your


Good organizational PERFORMANCE LEVELS are reported, responsive to the OVERALL

REQUIREMENTS of the item. (Le)

Beneficial TRENDS are evident in areas of importance to the accomplishment of your

organizations MISSION. (T)

Some current PERFORMANCE LEVELS have been evaluated against relevant comparisons

and/or BENCHMARKS and show areas of good relative PERFORMANCE. (C)

Organizational PERFORMANCE RESULTS are reported for most KEY CUSTOMER, market,

and PROCESS requirements. (I)

Good to excellent organizational PERFORMANCE LEVELS are reported, responsive to the

MULTIPLE REQUIREMENTS of the item. (Le)

Beneficial TRENDS have been sustained over time in most areas of importance to the

accomplishment of your organizations MISSION. (T)

Many to most TRENDS and current PERFORMANCE LEVELS have been evaluated against

relevant comparisons and/or BENCHMARKS and show areas of leadership and very good

relative PERFORMANCE. (C)

Organizational PERFORMANCE RESULTS are reported for most KEY CUSTOMER, market,

PROCESS, and ACTION PLAN requirements. (I)

Excellent organizational PERFORMANCE LEVELS are reported that are fully responsive to the

MULTIPLE REQUIREMENTS of the item. (Le)

Beneficial TRENDS have been sustained over time in all areas of importance to the

accomplishment of your organizations MISSION. (T)

Evidence of industry and BENCHMARK leadership is demonstrated in many areas. (C)

Organizational PERFORMANCE RESULTS and PROJECTIONS are reported for most KEY

CUSTOMER, market, PROCESS, and ACTION PLAN requirements. (I)

0% or 5%

10%, 15%,

20%,

or 25%

30%, 35%,

40%,

or 45%

50%, 55%,

60%,

or 65%

70%, 75%,

80%,

or 85%

90%, 95%,

or 100%

RESULTSSCORE

2557-2558 157

(Results Scoring Guidelines) ( 7)

(Le)

(T)

(C)

(I)

(Le)

(T)

(C)

(I)

(Le)

(T)

(C)

(I)

(Le)

(T)

/

(C)

(I)

(Le)

(T)

/

(C)

(I)

(Le)

(T)

(C)

(I)

0% or 5%

10%, 15%,

20%,or 25%

30%, 35%,

40%,or 45%

50%, 55%,

60%,or 65%

70%, 75%,

80%,or 85%

90%, 95%,

or 100%

( 7)


1 Independent Review 2 Consensus Review

(TQC)

(TQA)

(TQA) (TQC)

Feedback Report

3 TQA Full Site Visit 3 TQC Site Visit

Feedback Report

>550

>650

>350

2557-2558 159

(OfficeofThailandQualityAward:OTQA)

(TQANationalCommittee)

2

1)

2)

(TQAAssessors)

(Feedback Report)

1 2545 12 2546

2 2546 4 2547

3 2547 26 2548

4 2548 5 2549

5 2549 30 2550

6 2550 12 2551

7 2551 12 2552

8 2552 21 2553

9 2553 24 2554

10 2554 25 2555

11 2555 1 2556

เกณฑ์รางวัลคุณภาพแห่งชาติ ปี 2557-2558

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