Chapter 7: PERFORMANCE MEASURES

Reported by: Marilag, Chrystal S. Masicampo, Jacklyn Mae P. Matias, Faith F. Mendoza, Robert B. Mislang, Joemari C. Morales, Mordecai T. BSA H2-2D

Submitted to: Prof. Editha Peralta Reporter: Faith F. Matias

3. Criteria - a standard on which a judgment or decision may be based 7 Criteria: Simple understandable by the users Few in number important measures must be distinguished from the unimportant ones Developed by users in order to ensure ownership Relevance to Customer must be relevant to the needs of internal and external customers Improvement the focus should be on improvement, prevention, and strategic long-term planning and goal setting Cost cost and profit must reflect an improved financial picture Visible all the users should see them

Characteristics distinguishing trait, quality, or property

7 Basic Characteristics: Quantity refers to how many units a production or business produces Cost the amount of resources required to produce a given output Time was the output on time? Accuracy measures of nonconformances in the output Function does the output perform the function as specified? Aesthetics subjective measurement of the product or service

Service performance of the service activity

Reporter: Mordecai T. Morales

The Malcolm Baldrige National Quality Award (MBNQA) Criteria

The MBNQA is an award given by the Whitehouse through the Department of Commerce as recognition for the most excellent company for the year. The Balrige National Quality Program and the associated award was established after President Ronald Reagan signed into law the Malcolm Baldrige National Quality Improvement Act of 1987. The program an Award were named for Malcolm Baldrige who serve as United States Secretary of Commerce during the Reagan administration, from 1981 until Baldriges 1987 death in a rodeo accident. The Malcolm Balridge Criteria are divided into seven Pillars: 1. 2. 3. 4. 5. 6. 7. Leadership Strategic Planning Customer Focus Measurement, Analysis, Knowledge Management Workforce Focus Process Management Results

1st Pillar Leadership The Leadership Category examines How Your organizations senior leaders personal actions guide and sustain your organization. 1.1 Senior Leadership: How does your senior Leaders lead? a. Vision Values and Mission Does everyone know the Vision, Values and Mission of your organization? Does everyone abide or adhere to them? Do your customers feel that you are following it? b. Communication and Organization Performance If we are able to communicate well there would be lesser problems. People would know what to do, when the deadlines are, and are always up to date.

Also performance must be measured properly and recognized. If they did good commend them and they will feel motivated. 1.2 Governance and Societal Responsibilities: How do you govern and fulfill your societal responsibilities? a. Organizational Governance Is the organization following a chain of command or is it a laizzes faire type of organization? b. Legal and Ethical Behavior Is the organization able to share or communicate with the community? Do they help with societal problems such as poverty and such?

Reporter: Jacklyn Mae P. Masicampo

2. Strategic Planning It examines HOW your organization develops Strategic Objectives and action plans and HOW your chosen strategic objectives and action plans are deployed and changed if circumstances require, and HOW progress is measured.

2.1 Strategy Development: How do you develop your strategy? It describes how your organization establishes its strategy to address its Strategic Challenges and leverage its Strategic Advantages and summarizes your organizations KEY Strategic Objectives and their related goals. a. Strategy Development Process This area shows how the organization conducts its strategic planning, who are the participants, competencies, challenges and advantages and short and long-term planning time horizons. Also included is how the organization ensures that it addresses its strengths and weaknesses, opportunities and threats, technology, market, customer and long-term sustainability. b. Strategic Objectives

This is where you weigh your list of objectives choosing which of them is the most important. Also, you are making a timetable for accomplishing these objectives and thinking of ways to ensure that you will always grab every opportunity that comes, especially in innovating your products, operations and business model.

2.2 Strategy Deployment: How do you deploy your strategy? It describes HOW your organization converts its Strategic Objectives into action plans, summarizes your organizations action plans, HOW they are deployed, and KEY action plan performance measures or indicators and project your organizations future performance relative to KEY comparisons on these performance measures or measures. a. Action Plan Development and Deployment Here, we are modifying our products and giving our concerns about our relationships with our customers, suppliers and creditors. 3. Customer Focus This examines HOW your organization engages its customer for long-term marketplace success and includes HOW your organization builds a customer-focused culture. Also examined is HOW your organization listens to the voice of its customer. a. Customer Engagement: How do you engage customers to serve their needs and build relationships? (40 pts.) It is important that we prioritize our customers and this is by providing their needs through our products and services. We should always consider their needs and preferences and what really satisfies them. b. Product Offerings and Customer Support We should make sure that we are not only meeting the needs of our customers but what is more important is that we exceed their expectations. We should remember that it is not only their happiness and satisfaction that count but our trademark to them that we are already gaining their trust about our products. c. Building a Customer Culture

Once we have already earned our customers trust, the next step is to make sure that their every experience of using our products are truly joyful. Although they like our products, if we do not give them proper treatment, that will make them patronize the products of our competitors. Another thing is that our customers are not only customers they are and will also be the endorsers of our products. d. Voice of the Customer: How do you obtain and use information from your customers? Here, we are getting comments and suggestions from our customers for the improvement of our products. It can be done through websites, emails and the like and we should always listen to their voices. e. Customer Listening This is where we are already spend time talking to our customers to consider their feelings regarding our products and services. Not only our present customers but also our former and potential customers should we ask for feedback. This is also where we should plan on how to manage customers complaints. f. Determination of Customer Satisfaction and Engagement Although we have done everything to satisfy our customers, sometimes some of them are still not satisfied. But we should know how to take care of it. We should not let those dissatisfactions put us down but let it serve as our step towards achieving the progress we want for our products. This is to bring back the trust of our customers on us. g. Analysis and Use of Customer Data If we know how to use the feedback we get from our customers, it will help us to encourage more people in patronizing our products. Also, through the data we have gathered, we will be able to create innovations of our products and identify current and anticipate future customer groups and market segments.

Reporter: Joemari C. Mislang

Measurement, Analysis, and Knowledge Management Category

This category examines how a company selects, gathers, analyzes, manages and improves its data, information and knowledge assets and how it manages its information technology. The category also examines how a company reviews and uses reviews to improve its performance. What does Measurement, Analysis, and Knowledge Management look like at the school and classroom levels? The school has processes in place for the ongoing collection and analysis of formative data to drive fact-based decision making and to initiate a rapid response, if required, to support continuous improvement of student achievement. Formative assessment tools are put in place to monitor the effectiveness of the leadership and organizational systems; the education and training of all staff; staff, student, and stakeholder levels of satisfaction/dissatisfaction; and the processes and systems which sustain the actions within each category. In a Classroom Learning System focused on Measurement, Analysis and Knowledge Management, the teacher has processes in place for measuring and analyzing student progress during the school year using formative assessment tools and the PDSA cycle. A classroom data center, focused on continuous improvement, graphically communicates the connections among the class mission statement, goals, action plans, data, and quality tools. The data center provides the information for the ongoing analysis of student needs with an emphasis on continuous progress. Likewise, personal data notebooks or folders are maintained by students for the purpose of self-monitoring of progress according to individual goals and action plans aligned with class goals.

A Process for Meeting the Requirements of the Baldrige Measurement, Analysis, and Knowledge Management Category In order to evaluate student performance, specifically how the schools programs, offerings, and methods impact the attainment of strategic goals/objectives, appropriate measures and formative assessment tools must be selected or developed for data analysis, rapid response and continuous improvement of student performance. Other areas of the schools operation that are monitored include the leadership system, staff development, and student, staff, and stakeholder satisfaction. High-quality and timely data and information must be available to all stakeholders to improve organizational efficiency, effectiveness and innovation. To address the requirements of the Measurement, Analysis, and Knowledge Management Category, the school must engage in processes that define the content or actions of the category needed for the School Improvement Plan. These processes may be addressed through a set of process or how questions strategically aimed at the Baldrige requirements of the category. By answering these questions, the school improvement team will address specifically the content and actions or what questions to meet the needs of the school according to the Measurement,

Directions for completing the SIP category for Measurement, Analysis, and Knowledge Management Place the selected key measures and formative assessment tools that will be used to measure and monitor the strategic goals/objectives under the heading Measurement, Analysis, and Knowledge Management on a linkages chart, linear chart, narrative, etc., the format to be chosen by individual schools. Include benchmarking activities. Under the heading Process Management, summarize the key well-defined, well-designed, and well-deployed processes that will be used to manage, analyze, and monitor the identified activities. As other Baldrige categories are addressed, check for the alignment of actions and processes to work towards a truly integrated, efficient, and effective management system. Workforce Focus The Baldrige Workforce Focus Category examines how the Division assesses workforce capability and capacity needs and how we build a workforce environment conducive to high performance. The category also examines how the Division engages, manages, and develops the workforce to utilize its full potential in alignment with vision, mission, values and goals. The Workforce Focus Category asks questions such as:

How do you build an effective and supportive workforce environment? How do you engage your workforce to achieve organizational and personal success?

Workforce focus encompasses all the activities needed to maintain a productive workforce under the umbrella of human resource management. It is sometimes referred to as HRMS systems, or even part of ERP systems. Recently, the concept of workforce focus has begun to evolve into workforce optimization. Specifically, workforce management includes:

Payroll and benefits HR administration Employee self-services Time and attendance Career and succession planning / talent acquisition Talent management and/or applicant tracking Learning management and/or training management Performance management Forecasting and scheduling Workforce tracking and emergency assist

Absence management

Workforce focus can also encompass field service management. This provides software to optimally plan and dispatch field service technicians and their properly stocked vehicles to a customer's location in a timely manner in order to deliver against their service commitments. Field service management will itself include elements of:

Demand management to help forecast work orders to plan the number and expertise of staff that will be needed Workforce scheduler using predefined rules to automatically optimize the schedule and use of resources (people, parts, vehicles) Workforce dispatcher automatically assigning work orders within predefined zones to particular technicians Mobile solutions allowing dispatchers and technicians to communicate in real time

Robert B. Mendoza