SWOT Analysis

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SWOT Analysis

Transcript of SWOT Analysis

SWOT Assessment Using the Malcolm Baldrige Mo By Consultant or Self Assessment InstructionsWorksheets

This workbook 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 a 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: Cells with formulas 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. Scoring Each of the 91 criteria is assigned a percentage score based on two areas: 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. 2) Actual Results - Measured outcomes and performance levels clearly demonstrate improvement, the scope of improvement is wide, the improvement is permanent and sustainable, and the measured feedbacks are very reliable. General breaking points in percentage scoring: Percent Score Implementation and Deployment Best in Class 100% Very strong improvement process supported by hard evidence, completely deployed in all parts of the organization. 80% Solid approach and deployment of quality improvement covering almost every part of the organization, strong factual evidence to backup improvement process. 0%


Above Average

60% A sound approach has been used in the primary parts of the business. More emphasis on improvement is needed to reach other parts of the business. 40% Implementation is generally working and the overall approach is reasonably sound. Primary parts of the business have not yet realized signficant improvements. 20% Implementation has major gaps, not going very well. Early stages of deployment, needs to be modified in order to really work.

Below Average


Zero Base

0% No improvements are planned for the organization, organization reacts to each and every change imposed upon it.

Malcolm Baldrige Model lf Assessment ons

ork your way through each re tabulated and summarized at sist you with scoring the

res to help you understand

Actual Results Outstanding performance improvements with both internal and external benchmark evidence to support improvement results. Performance levels are very solid in most areas of the business, performance is benchmarked internally and externally.

Improvement trends have been documented. Need more pro-active indicators to move the organization into more effective implementation. Some areas of the business have reported improvements.

Very few or no areas of the business have reported favorable results. No overall trend has been established.

No measurements in place to track any improvements.

SWOT Assessment Using the Malcolm Baldrige Model Category 1: Leadership (95 points)Summarize Leadership Score Senior Leadership: 1.01 Extent of senior management involvement 1.02 Integration of quality by senior management 1.03 Overall effective communication on customer and quality 1.04 Effective leadership development Managing for Quality: 1.05 Accountability for quality within various levels and functions 1.06 Communication to employees on customer and quality issues 1.07 Employee support and training on quality issues 1.08 Reinforcement by Managers to their employees Social Responsibility: 1.09 Integration of social issues into the business 1.10 Assessment of products and services on social issues 1.11 Company leadership on social issues 1.12 Evidence in support of social responsibility Leadership Scoring 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. 80% to 100% range: Senior level management is strongly involved and behind quality improvement within the company. Management is very supportive and working to form teams throughout the company. Senior managers are communicating clearly the vision and goals behind quality improvement and how it must interact with customers, suppliers, employees, and others in the value chain. Senior management is very committed to all continuous improvement efforts. 60% to 80% range: Most senior level managers are visibly involved in quality improvement. Senior managers are meeting with teams, suppliers, and other key players in process improvements. Management behavior at all levels in the organization reflects a commitment to quality. Senior management is actively promoting and communicating quality improvement. 40% to 60% range: Senior level managers are sharing their ideas on quality improvement with customers, employees, suppliers, and other key players. Management performance is linked to quality. Many parts of the organization are actively engaged in quality programs. Senior level leadership is supportive of strategic quality initiatives. 20% to 40% range:

A few senior level executives are supportive of quality improvement. Employees are encouraged to become more involved. Communication is top down and not across organizational boundaries. Continuous improvement programs are up and running in some parts of the company. Overall organizational policies do support quality improvement. 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. Enter Scores for Leadership Criteria Criteria Number

Criteria Description / Question

1.01 To what extent is senior level management involved in the company's quality improvement efforts? This includes planning, communicating, measuring, changing, mentoring, etc. 0% 100% Enter % score => 1.02 Is senior level management integrating the values of quality into everything they say and do, internally and externally? 0% 100% Enter % score => 1.03 Is senior level management effectively communicating the company's focus on customer and quality to all levels within the organization? 0% 100% Enter % score => 1.04 How effective is senior management in developing and reviewing their own leadership skills and abilities, learning to become more personally involved within the organization? 0% 100% Enter % score => 1.05 Do you have specific guidelines and standards for holding managers accountable for quality, including supervisors and others, designed for different levels and functions within the company? 0% 100% Enter % score => 1.06 A focus on the customer and quality are effectively communicated to all employees within the company. 0% 100% Enter % score => 1.07 Employees have regular training and support to reduce errors and improve quality, including comparisons to planned improvements. 0% 100% Enter % score => 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 =>

1.09 The organization has strongly integrated ethics, public responsibility, environmental protection, and safety into its business practices. 0% 100% Enter % score => 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 => 1.11 The organization is considered a leading corporate citizen within its local community. 0% 100% Enter % score => 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 =>

m Baldrige Model

% score 70% 60% 70% 60% 70% 80% 60% 50% 60% 50% 50% 60% Total Points

Avg % Total by Sub Points by Category Sub Catg

Total Points Scored








25 95

14 59

level management in tion. Strong leadership ocial responsibilities.

within the company.

y improvement and how

managers are meeting ement behavior at all is actively promoting

omers, employees, Many parts of the s supportive of

s are encouraged to nal boundaries. mpany. Overall

major strategic goal. enior managers are ove quality. There

Criteria Score





the company? 70%

municated to 80%


ng the customer


esponsibility, 60%

vironment, and 50%


a, to clearly show d in community re, and other 60%

SWOT Assessment Using the Malcolm Baldrige Model Category 2: Information and Analysis (75 points)Summarize Information & Analysis Score Management of Data: 2.01 Measurement of critical data for decision making 2.02 Reliability and timeliness of data 2.03 Evaluation and improvements to data Competitive Analysis: 2.04 Deployment of competitive data analysis 2.05 Scope and application of competitive data analysis 2.06 Driving change to cri