| In my previous article entitled: Measuring TQM | | | | performance measures or indicators. |
| Success published on [June 03, 2006 08:50:17 am], I | | | | Common Strengths |
| wrote about Baldrige Values and Concepts as well as | | | | |
| the Baldrige Assessment Approach. In this issue, I will | | | | 1. A systematic Strategic Planning Process is in placed. |
| provide an insight on common assessment findings in | | | | It is used since 1998 and has gone through several |
| Baldrige Criteria Category 2 - Strategic Planning from | | | | rounds of improvement based on feedback from the |
| several companies being assessed by a group of | | | | management teams |
| trained and experienced assessors. It is provided in | | | | 2. A planning horizon is tabled for the entire Strategic |
| the form of case studies which include Criteria | | | | Planning Process. Each activity before the Strategic |
| summary as described in year 2001 Baldrige Criteria | | | | Planning workshop date is completed promptly. Data |
| (source: assessment findings in terms of Strengths | | | | collection and analysis is systematic and quantitative |
| and Area for Improvements. | | | | 3. Strategic Deployment are planned using a |
| There are seven categories in the Baldrige Criteria. In | | | | systematic Tree Diagram to articulate key actions, |
| this article, I will deal with the bold category listed | | | | target and datelines. Periodical reviews of these key |
| below:- | | | | actions are in the companies key meeting schedule |
| Leadership | Strategic Planning | Customer and Market | | | | Common Area for Improvement |
| Focus | Information and Analysis | Human Resource | | | | 1. Although there is regular review on status of key |
| Focus | Process Management | Business Results | | | | actions, there is no recovery plan to further improve |
| Criteria Summary Category 2 - Strategic Planning | | | | those key actions not able to meet the set target |
| The Strategic Planning Category examines how your | | | | 2. Although there are improvement teams within the |
| organization develops strategic objectives and action | | | | companies, none of the improvement projects has |
| plans. Also examined are how your chosen strategic | | | | direct impact to the key actions in the Strategic Plan |
| objectives and action plans are deployed and how | | | | 3. There is no cross departmental alignment on key |
| progress is measured. | | | | action plans and target to achieve company level key |
| 2.1 Strategy Development | | | | performance indicators (KPI) |
| Describe how your organization establishes its | | | | In summary, the above are only sample of common |
| strategic objectives, including enhancing its | | | | assessment findings. Normally, a full assessment |
| competitive position and overall performance. | | | | report is given to company being assessed. The |
| 2.2 Strategy Deployment | | | | report would include details and scoring. It is a |
| Describe how your organization converts its strategic | | | | value-added feedback for senior leaders to use as an |
| objectives into action plans. Summarize your | | | | input to Strategic Planning. My next article will share |
| organization's action plans and related key | | | | assessment case study on Market and Customer |
| performance measures/indicators. Project your | | | | Focus, Category 3. |
| organization's future performance on these key | | | | |