2013
Collin Technologies
Case Study
Baldrige Performance Excellence Program
National Institute of Standards and Technology (NIST) • United States Department of Commerce
July 2013
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The Collin Technologies Case Study is a fictional Baldrige Award application prepared for use in the 2013
Malcolm Baldrige National Quality Award Examiner Preparation Course. The fictitious case study organization is a small, high-tech manufacturer in the electronics
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Category 2: Strategic Planning 2.1
Strategy Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 2.2
Strategy Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Category 3: Customer Focus 3.1
Voice of the Customer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 3.2
Customer Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Category 4: Measurement, Analysis, and Knowledge Management 4.1
Measurement, Analysis, and Improvement of Organizational Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 4.2
Knowledge Management, Information, and Information Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Category 5: Workforce Focus 5.1
Workforce Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 5.2
Workforce Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Category 6: Operations Focus 6.1
Work Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 6.2
Operational Effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Category 7: Results 7.1 7.2 7.3 7.4 7.5
Product and Process Results . . . . . . . . .
Customers want the business to produce quality products at reasonable price. You have different types of customers. There are different types of customers there are loyal ones, young ones, elderly, family or one-time customers.
Strategy is a set of complicated tactics formulated by the executives of a company directed towards the achievement of company’s goal (Salmela, 2002). It is about all the path ways that a company would follow to reach its ultimate goal. It is a company’s strategy which helps to identify what it does better than the other companies in the industries, which may be different from what it does best. For successful strategy formulation and implementation, a company should know the needs of customers and should have knowledge of its competitors. Through a good strategy a company would identify that opportunity which makes it different from the others (Thompson, 2005).
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This paper will discuss the business chosen for the assignment. A mission statement will be developed, setting the business apart from others in the same or similar market. The vision statement will also made, discussing the direction the business wants to take in the future. Other topics such as, principles or values will be discussed. Concluding the paper will analyze the mission and vision statement, and values in guiding the business in a strategic direction. Followed by an evaluation of customers need in giving the competitive advantages.
In this activity I have chosen three customers, Staff, Line Managers and Senior Managers with reference to my own role I will identify their needs and prioritise conflicting needs.
9) Explain how to deal with different customer behaviours and personalities to achieve customer satisfaction.
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Using Robert S. Kaplan and David P. Norton STRATEGY MAPS THE COMPLETE SUMMARY would help me set clear Strategic Objectives
There are various schools of strategy that have been vigorously debated on and after a consolidated effort; three schools of strategy were produced. They are the planning school, the positional school, and the resource based school of strategy (Ritson, 2013). All these strategies will be described with examples to buttress each.
An organisation’s strategy plays an important role of providing direction of where company wants to be and how best to allocate the company’s resources to meet its objectives. The formulation of business strategies has evolved over the years and has been made more difficult in recent by the uncertain operating environments and global financial crises.
This section very briefly describes several key tools that can be used during the course of strategy development and strategic planning. The list is not intended to be comprehensive but to illustrate the types of tools
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