Documentos de Académico
Documentos de Profesional
Documentos de Cultura
manufacturing
services
nonprofit
Contents
i
iii
4
4
7
10
13
15
17
20
22
27
Scoring System
28
Responses to Criteria items are scored on two evaluation dimensions, process and results
Process Scoring Guidelines
29
30
33
38
47
Organizations applying for the award receive a feedback report prepared by third-party experts that delineates
its strengths and opportunities for improvement, thereby providing the company with the basis for a roadmap
to performance excellence.
Specific benefits of participation by companies include:
An objective assessment of the company's strengths and opportunities for improvement based on a
simplified version of the criteria for the PQA, the highest quality award given by the Philippine
government. The applicant will gain an outside perspective on its company performance based on an
assessment by at least 2 business experts and quality practitioners.
Use of the Challenge logo in its advertising and letterhead for a period of two years after receipt of
the Citation signifying participation in the Challenge.
Access to free training programs that will give its employees keen insights into how best-in-class
companies work.
Awarding ceremonies at an annual conference and public relations exposure for successfully
completing the rigorous process, excellence and quality service.
Accelerated change, growth, and improvement in the company.
Award levels
The PQC has two levels of award known as Challenge 1 and Challenge 2. The company will receive the
Challenge 1 award once it is assessed and receives a minimum score of 120 to 280 points. Challenge 2 award
shall be awarded to companies that receive 250 to 400 points.
A team of two to four (2-4) Assessors will evaluate and score the application reports and produce a feedback
report that documents the following:
(a) Strengths or practices that the company should continue doing and opportunities for improvement that the
company should address per criteria category and
(b) Category score.
Challenge 1
Challenge 1 seeks to encourage participating companies to adopt systematic approaches to the six (6)
Approach/Deployment Categories. To encourage its development of a continuous improvement orientation,
the participating company must also identify its key performance measures/indicators. This requirement
forces the participating company to plan for continuous improvement to start closing Approach Deployment
Results sequence into a cycle.
Challenge 2
Challenge 2 seeks to encourage participating companies to deploy the systematic approaches described in
Challenge 1 to the relevant and critical areas. In addition, the participating company must show current results
for its key measures. The idea is to promote the expansion of the systematic approaches to principal areas of
the company.
Study the 11 Criteria core values and concepts (page 33). They are a set of beliefs and behaviors that are
embedded in the PQC Criteria and are found in high-performing organizations. Consider how your
organization measures up in relation to the core values. Are there any improvements you should be making?
Answer the questions in the titles of the 17 Criteria items to reach a basic understanding of the Criteria and
your organizations performance.
Look at the Criteria category titles, item titles, and areas-to-address to see a holistic performance
management system. See if you are considering all of these dimensions in establishing your management
system and measuring performance. If you need more explanation, read the notes that follow the criteria.
Use the Criteria and their supporting material as a general resource on organizational performance
improvement. Use the content in this booklet and online (http://www.pqa.org.ph) as a source of ideas about
improving your organization. The material may help you think in a different way or give you a fresh frame of
reference.
Attend the PQC or PQA Conferences. These events highlight the role-model approaches of the PQC and PQA
Award recipients, which have used the Criteria to improve performance, innovate, and achieve excellent
results. Workshops on Baldrige self-assessment are often offered in conjunction with these conferences.
Consider becoming a PQC or PQA Assessor. Assessors receive valuable training and gain experience in
understanding and applying the Criteria that they can use within their own organizations. See the PQA
website (http://www.pqa.org.ph) for additional information and contact information.
iii
Conduct a full PQC self-assessment. Have your organization develop responses to the individual questions in
the seven Criteria categories.
1. Identify the scope of the assessment: will it cover the entire organization, a subunit, a division, or a
department?
2. Select seven champions, one for each Criteria category, to lead a team in preparing responses to the
questions in the category. Have the champions write your Organizational Profile.
3. Form category teams. Have the members collect data and information to answer the questions in their
respective categories, referring to the notes after each item as guides.
4. Have the teams share their answers to the Criteria questions and identify common themes and missing
linkages.
5. Have each category team create and communicate an action plan for improvement based on their
answers.
6. Have the seven champions and other senior leaders build an overall action plan based on overall
organizational priorities.
7. Evaluate the self-assessment process, and identify possible improvements. Involve senior leaders,
champions, and teams. The teams will need to collaborate to address questions that link the categories to
each other.
iv
Company Profile
Workforce
Focus
Planning
Management
Business
Results
Customer
Focus
Operations
Focus
4
Measurement and Data Management
The system foundation (Measurement and Data
Management) is critical to effective management and
to a fact-based, knowledge-driven system for
improving performance and competitiveness.
Items
Requirements
Areas to Address
Overall category
requirements
Item
title and
point value
Item
number
Type of
information
to provide in
response to
this item
Notes serve
three purposes:
1. Clarify key
terms and/or
requirements
2. Give
instructions
3. Indicate or
clarify
important
linkages
Item
notes
Point Values
Management
45
1.1 Management
25
20
Planning
35
17
18
Customer Focus
35
17
18
35
17
Company Performance
4.2 Management of Information Systems
18
Workforce Focus
35
17
18
Operations Focus
35
18
17
Business Results
180
50
40
30
30
7.5
30
TOTAL POINTS
400
3
3.
4.
5.
6.
7.
8.
9.
PURPOSE?
Process
(a) HOW does your MANAGEMENT set and share your GOALS and VALUES with the WORKFORCE?
(b) HOW does your MANAGEMENT communicate with and get feedback from the WORKFORCE?
(c) HOW does your MANAGEMENT MEASURE and recognize good PERFORMANCE and encourage continuous
improvement?
(d) HOW does your MANAGEMENT evaluate and improve its own EFFECTIVENESS?
Notes:
(a) How does your management set and share
your goals and values with the workforce?
Management refers to the companys highest
ranking officials, your senior leaders. Responses to
1.1(a) should show how management sets the
goals that are presented in the company profile
(P.9b) and the values presented under P.9c.
Attention is given to how your management share
these goals and values with the workforce
including volunteers for nonprofit organizations.
(b) How does your management communicate
with and get feedback from the workforce?
This item also refers to how leadership is
exercised, formally and informally, throughout the
organization - the basis for and the way key
decisions are made, communicated, and carried
out. It includes structures and mechanisms for
decision-making; communicating and translating
such decisions to specific tasks down the line; and
tracking performance of the entire company in
achieving the goals and objectives.
How often does management go down to the shop
floor to personally observe operations and coach
the workforce? Do they use the local
language/dialect to communicate and obtain
feedback from the workforce?
For non-profit organizations that rely on
volunteers to accomplish their work, responses
should also discuss efforts to communicate with
and engage the volunteer workforce.
Areas to Address:
(a) HOW does your company comply with legal and regulatory requirements, including impact on the
environment?
(b) HOW does your company promote and ensure ETHICAL BEHAVIOR in doing business?
(c) 1. HOW does your company help/support your KEY communities?
2. HOW is your WORKFORCE involved in these activities?
Notes:
Process
(a) WHAT steps do you follow when you plan for the future?
(b) HOW does your company identify and analyze your strengths, weaknesses, opportunities, and
threats?
(c) HOW does your company develop plans to overcome difficulties and CHALLENGES?
(d) HOW does your company develop plans to become or remain better than your competitors?
Notes:
(a) What steps do you follow when you plan for
the future?
Planning refers to your organizations approach
(formal or informal) to preparing for the future. It
might utilize various types of forecasts,
projections, options, scenarios, knowledge, or
other approaches to envisioning the future for
purposes of decision-making and resource
allocation. Planning involves participation by key
suppliers, distributors, partners, and customers.
For some nonprofit organizations, planning might
involve participation by organizations providing
similar services or drawing from the same donor
population or volunteer workforce.
This item is intended to cover all types of
businesses, competitive situations, strategic issues,
planning approaches, and plans. The requirements
explicitly calls for a future-oriented basis for action
but do not imply formalized planning, planning
departments, planning cycles, or a specified way
of visualizing the future. Even if your organization
is seeking to create an entirely new business
situation, it is still necessary to set and to test the
objectives that define and guide critical actions
and performance.
Item 2.1 addresses your overall organizational
planning, which might include changes in product
offerings and customer engagement processes.
However, the Item does not address product
design or customer engagement strategies; you
should address these factors in Items 6.1 and 3.2,
as appropriate.
10
11
Areas to Address:
(a) HOW does your company develop, share, and implement activities to achieve its GOALS?
(b) HOW does your company ensure that financial and other resources are available to implement
your activities and accomplish your GOALS?
(c) WHAT are your short and long-term plans?
(d) HOW does your company MEASURE progress of your plans implementation?
Notes:
Plans
(d) How does your company measure progress of your
plans implementation?
A project management methodology may be useful in
addressing this requirement.
12
Process
13
Areas to Address:
(a) HOW does your company handle feedback and complaints from CUSTOMERS?
(b) HOW does your company ensure that your responses to CUSTOMER feedback and complaints lead
to their satisfaction?
(c) HOW does your company determine and ensure that your CUSTOMERS are more satisfied with your
company than with your KEY competitors?
Notes:
(a) How does your company handle feedback
and complaints from customers?
14
Areas to Address:
(a) HOW does your company select and collect data and information for tracking daily operations,
and overall company PERFORMANCE?
(b) HOW does your company ANALYZE and review your PERFORMANCE data and information to determine
if the plans are being achieved?
(c) HOW does your company compare your PERFORMANCE with your KEY competitors?
(d) HOW does your company use PERFORMANCE reviews to develop plans for continuous improvement?
Notes:
(a) How does your company select and collect
data and information for tracking daily
operations, and overall company
performance?
15
Areas to Address:
(a) HOW does your company manage data and information to ensure: accuracy, integrity, timeliness,
and confidentiality?
(b) HOW does your company make needed data and information available to those concerned?
(c) HOW does your company ensure the continued availability of data and information in the event
of an emergency?
Notes:
(a) How does your company manage data and
information to ensure: accuracy, integrity,
timeliness, and confidentiality?
Accuracy refers to conformity to standards.
Integrity would refer to data and information that
are complete, consistent, transparent, and
reliable. Timeliness refers to up-to-date data and
information valid for a given period of time.
Confidentiality refers to proprietary data and
information that are kept exclusive and safe from
unauthorized access.
16
Process
(a) HOW does your company determine your manpower requirements (e.g. skills, staffing level,
organization)?
(b) HOW does your company recruit, hire, and retain your WORKFORCE?
(c) HOW does your company develop a work environment that promotes WORKFORCE health, safety,
and security?
(d) HOW does your company support your WORKFORCE via policies, benefits, and services?
Notes:
(a) How does your company determine your
manpower requirements (e.g. skills, staffing
level, organization)?
Determination of manpower requirements would
consider both capability and capacity.
Capability refers to your organizations ability to
accomplish its work processes through the
knowledge, skills, abilities, and competencies of its
people. Capability may include the ability to build
and sustain relationships with your customers; to
innovate and transition to new technologies; to
develop new products, services, and work
processes; and to meet changing business, market,
and regulatory demands.
Capacity refers to your organizations ability to
ensure sufficient staffing levels to accomplish its
work processes and successfully deliver your
products to your customers, including the ability
to meet seasonal or varying demand levels.
Capability and capacity should consider not only
current needs but also future requirements based
on your plans reported in Category 2.
17
Areas to Address:
(a) HOW does your company determine what motivates and satisfies your WORKFORCE?
(b) HOW does your company recognize or reward good WORKFORCE PERFORMANCE?
(c) HOW does your company identify and address the training and development needs of your
WORKFORCE?
(d) HOW does your company MEASURE and improve your overall WORKFORCE ENGAGEMENT and
satisfaction?
Notes:
(a) How does your company determine what
motivates and satisfies your workforce?
Workforce motivation and satisfaction (which is
sometimes referred to as engagement) reflects
the extent of workforce commitment, both
emotional and intellectual, to accomplishing the
work, mission, and vision of the organization.
Organizations with high levels of workforce
engagement are often characterized by highperforming work environments in which people
are motivated to do their utmost for the benefit of
their customers and for the success of the
organization.
Specific factors that might affect workforce
satisfaction include effective workforce problem
or grievance resolution; safety factors; workforce
views of management; workforce training,
development, and career opportunities; workforce
preparation for changes in technology or the work
organization; the work environment and other
work conditions; managements empowerment of
the workforce; information sharing by
management; workload; cooperation and
teamwork; recognition; services and benefits;
communications; job security; compensation; and
equal opportunity.
Although satisfaction with pay and satisfaction
with promotion are important, these two factors
generally are not sufficient to ensure overall
workforce satisfaction. Some examples of other
factors to consider are effective workforce
problem and grievance resolution; workforce
development and career opportunities; work
environment and management support;
workplace safety and security; workload;
communication, cooperation, and teamwork; job
18
19
Process
(a) 1. HOW does your company design, produce, and deliver your products to create value for
customers?
2. HOW do you use inputs from CUSTOMERS and suppliers?
(b) HOW does your company manage and improve its production operations and delivery of
products considering costs, efficiency, PRODUCTIVITY, and CYCLE TIME?
Notes:
(a) 1. How does your company design, produce,
and deliver your products to create value for
customers?
Key value creation processes refer to activities
that increase the products worth and usefulness
to the customers.
(a) 2. How do you use inputs from customers
and suppliers?
20
Areas to Address:
(a) WHAT are your support PROCESSES (e.g. finance, accounting, administration, human resources,
purchasing, maintenance, laboratory, etc.)?
(b) HOW does your company design, manage, and improve your support PROCESSES?
(c) HOW does your company prepare for and deal with emergencies?
Notes:
(a) What are your support processes (e.g.
finance, accounting, administration, human
resources, purchasing, maintenance,
laboratory, etc.)?
Examples: finance, accounting, administration,
human resources, purchasing, maintenance,
laboratory, etc.
21
Areas to Address:
(a) WHAT are your RESULTS for CUSTOMER satisfaction? (Reference 3.1d)
(b) WHAT are your product PERFORMANCE RESULTS that are important to your CUSTOMERS? (Reference P.2
and 3.1b)
(c) WHAT are your RESULTS for CUSTOMER relationship building? (Reference 3.2)
Notes:
(a) What are your results for customer
satisfaction? (Reference 3.1d)
The correlation between product performance
and customer indicators is a critical management
tool with multiple uses: (1) defining and focusing
on key quality and customer requirements; (2)
identifying product and service differentiators in
the marketplace; and (3) determining cause-effect
relationships between your product and service
attributes and evidence of customer satisfaction
and loyalty, as well as positive referrals.
The correlation might reveal emerging or changing
market segments, the changing importance of
requirements, or even the potential obsolescence
of offerings.
(b) What are your product performance results
that are important to your customers?
(Reference P.2 and 3.1b)
22
Results
Areas to Address:
(a) WHAT are your RESULTS for KEY operations (e.g. production efficiencies, inspection RESULTS,
acceptance RESULTS of externally provided products, RESULTS of emergency drills and exercises,
etc.)? (Reference 6.1a & b, 6.2b & c)
(b) WHAT are your RESULTS for the accomplishment of your plans? (Reference 2.2)
Notes:
(a) What are your results for key operations (e.g.
production efficiencies, inspection results,
acceptance results of externally provided
results, results of emergency drills and
exercises, etc.)? (Reference 6.1a & b, 6.2b &
c)
23
Results
(a) WHAT are your RESULTS for fulfilling your manpower requirements? (Reference 5.1a & b)
(b) WHAT are your RESULTS for WORKFORCE health, safety, and security? (Reference 5.1c & d)
(c) WHAT are your RESULTS for WORKFORCE training and development? (Reference 5.2c)
(d) WHAT are your RESULTS for WORKFORCE ENGAGEMENT and satisfaction? (Reference 5.2d)
Notes:
(a) What are your results for fulfilling your
manpower requirements? (Reference 5.1a &
b)
Results should relate to processes described in
Category 5. Your results should be responsive to
key work process needs described in category 6
and to your organizations action plans and human
resource or workforce plans described in Item 2.2.
Nonprofit organizations that rely on volunteers
should include results for their volunteer
workforce, as appropriate.
(b) What are your results for workforce health,
safety, and security? (Reference 5.1c & d)
24
Areas to Address:
(a) WHAT are your RESULTS that pertain to MANAGEMENTS communication and ENGAGEMENT with the
WORKFORCE? (Reference 1.1)
(b) WHAT are your RESULTS for compliance with legal and regulatory requirements? (Reference 1.2a)
(c) WHAT are your RESULTS for promoting and ensuring ETHICAL BEHAVIOR? (Reference 1.2b)
(d) WHAT are your RESULTS for the companys support of and involvement with KEY communities?
(Reference 1.2c)
Notes:
(a) What are your results that pertain to
managements communication and
engagement with the workforce? (Reference
1.1)
Responses should address communication
processes identified in Item 1.1.
(b) What are your results for compliance with
legal and regulatory requirements?
(Reference 1.2a)
Responses might include financial statement
issues and risks, important internal and external
auditor recommendations, and the managements
responses to these matters. For some nonprofit
organizations, results of BIR/COA audits also might
be included.
Regulatory and legal results should address
requirements described in 1.2b. Workforcerelated occupational health and safety results
(e.g., Occupational Safety and Health
Administration [OSHA] reportable incidents)
should be reported in 7.3a(2).
Measures should include environmental and
regulatory compliance and noteworthy
achievements in these areas, as appropriate.
If your organization has received sanctions or
adverse actions under law, regulation, or contract
during the past three years, the incidents and their
current status should be summarized.
25
Results
Areas to Address:
(a) WHAT are your RESULTS for financial PERFORMANCE?
(b) WHAT are your RESULTS for market PERFORMANCE?
Notes:
(a) What are your results for financial
performance?
Financial and marketplace performance refers to
performance relative to measures of cost,
revenue, and market position, including asset
utilization, asset growth, and market share.
Measures reported in this Item are those usually
tracked by senior leadership on an ongoing basis
to assess your organizations performance.
Results for financial performance might include
cash flow, sales, net income, operating margins,
profitability, budget performance, and return-oninvestment, etc.
26
Scoring System
The scoring of responses to the PQC Criteria for Performance Excellence items is based on two
evaluation dimensions: process (categories 16) and results (category 7).
To score Criteria responses, consider the following
information relative to the item requirements and the
scoring guidelines (pages 3233):
Levels are
your current performance on a meaningful
measurement scale.
Trends comprise
your rate of performance improvement or
continuation of good performance (i.e., the
slope of data points over time) and
Scoring Dimensions
Process
Comparisons comprise
your performance relative to that of other,
appropriate organizations, such as competitors
or organizations similar to yours, and
your performance relative to benchmarks or
industry leaders
Approach comprises
Results
Results are the outputs and outcomes your organization
achieves in meeting the requirements in category 7.
The four factors used to evaluate results are levels,
trends, comparisons, and linkage (LeTCLi). A score for a
27
Scoring System
The scoring of responses to the PQC Criteria for Performance Excellence items is based on two
evaluation dimensions: process (categories 16) and results (category 7).
How to Score an Item Response
Follow these steps in assigning a score to an item response.
Look at the scoring guidelines (see Process Scoring Guideline below). Decide which scoring range (e.g., 50
65%) is most descriptive of the organizations achievement level as presented in the item response.
Choose this range based on a holistic view of either the two process factors (AD) or the four results factors
(LeTCLi) in aggregate; do not tally or average independent assessments of each of the four factors. The most
descriptive range can reflect some gaps between the response and the description of one or more of the
factors in the chosen scoring range.
Read the next higher and the next lower scoring ranges. Assign a score (e.g., 55%) within the chosen range
by evaluating whether the item response is closer to the statements in the next higher or the next lower
scoring range.
As you assign scores, keep in mind these descriptions of the midpoint of the scoring continuum.
A process item score of 50% represents an approach that meets the overall requirements of the item, is
deployed consistently and to most work units, and addresses key organizational needs. Higher scores reflect
greater achievement, demonstrated by broader deployment.
A results item score of 50% represents a clear indication of good performance levels, beneficial trends, and
appropriate comparative data for the results areas that are covered in the item and that are important to the
organizations business or mission. Higher scores reflect better performance levels and trends, stronger
comparative performance, and strong linkage with the organizations requirements or mission.
A PPROACH
MOST: an effective,
100%,,95%, or 90%
systematic/orderly approach to
about 86-100% of the Item
requirements is evident.
D EPLOYMENT
MOST: reported
systematic/orderly approaches are
deployed to about 86-100% of
appropriate work units.
MANY: an effective,
systematic/orderly approach to
about 66-85% of the Item
requirements is evident.
MANY: reported
systematic/orderly approaches are
deployed to about 66-85% of
appropriate work units.
SOME: an effective,
systematic/orderly approach to
about 46-65% of the Item
requirements is evident.
SOME: reported
systematic/orderly approaches are
deployed to about 46-65% of
appropriate work units.
FEW: an effective,
systematic/orderly approach to
about 26-45% of the Item
requirements is evident.
MINIMAL: reported
systematic/orderly approaches are
deployed to about 6-25% of
appropriate work units.
No systematic/orderly approach to
Item requirements is evident.
5% or 0%
28
Scoring System
The scoring of responses to the PQC Criteria for Performance Excellence items is based on two
evaluation dimensions: process (categories 16) and results (category 7).
LE VELS
T RENDS
C OMPARISONS
LI NKAGEs
NO levels reported.
Comparative information
is NOT reported.
Results of importance to
the accomplishment of
the companys goals are
NOT reported.
100%,,95%, or 90%
5% or 0%
29
First Steps
30
31
Responding Efficiently
1. Cross-reference when appropriate.
Ensure that each item response is as self-contained
as possible and that responses to different items
are mutually reinforcing. To accomplish this, refer
to other responses rather than repeat information.
In such cases, give key process information in the
item requesting that information. For example, you
would describe workforce development and
learning systems in item 5.2. Discussions about
Good
2009
32
2010
2011
2012
2013
Customer-Driven Excellence
Customer-driven excellence
Societal responsibility
Focus on results and creating value
Systems perspective
Visionary Leadership
Your organizations senior leaders should set a vision for
the organization, create a customer focus, demonstrate
clear and visible organizational values and ethics, and set
high expectations for the workforce. The vision, values,
and expectations should balance the needs of all your
stakeholders. Your leaders should also ensure the creation
of strategies, systems, and methods for achieving
performance excellence, stimulating innovation, building
knowledge and capabilities, and ensuring organizational
sustainability.
The values and strategies leaders define should help guide
all of your organizations activities and decisions. Senior
leaders should inspire and encourage your entire
workforce to contribute, to develop and learn, to be
innovative, and to embrace meaningful change. Senior
leaders should be responsible to your organizations
governance body for their actions and performance, and
the governance body should be responsible ultimately to
all your stakeholders for your organizations and its senior
leaders ethics, actions, and performance.
Senior leaders should serve as role models through their
ethical behavior and their personal involvement in
planning, providing a supportive environment for taking
intelligent risks, communicating, coaching and motivating
the workforce, developing future leaders, reviewing
organizational performance, and recognizing workforce
members. As role models, they can reinforce ethics,
values, and expectations
Valuing Workforce
Members and Partners
An organizations success depends increasingly on an
engaged workforce that benefits from meaningful
work, clear organizational direction, and accountability
for performance. That engaged workforce must also
have a safe, trusting, and cooperative environment.
Additionally, the successful organization capitalizes on
the diverse backgrounds, knowledge, skills, creativity,
and motivation of its workforce and partners.
Valuing workforce members. Valuing the people in
your workforce means committing to their
engagement, satisfaction, development, and wellbeing. Increasingly, this involves offering more flexible,
high-performance work practices that are tailored to
varying workplace and home life needs. Major
challenges in valuing your workforce members include
(1) demonstrating your leaders commitment to their
success, (2) providing motivation and recognition that
go beyond the regular compensation system, (3)
offering development and progression within your
organization, (4) sharing your organizations
knowledge so your workforce can better serve your
customers and contribute to achieving your strategic
objectives, (5) creating an environment that
encourages intelligent risk taking to achieve
innovation, and (6) creating a supportive environment
for a diverse workforce.
Valuing partners. To accomplish their overall goals,
organizations need to build internal and external
partnerships. Internal partnerships might include
cooperation between labor and management. Forming
internal partnerships might also involve creating
network relationships among your work units and
locations or between employees and volunteers to
improve flexibility, responsiveness, and knowledge
sharing.
External partners might be customers, suppliers, and
education or community organizations. Strategic
partnerships or alliances, which are increasingly
important kinds of external partnerships, might offer
complementary core competencies that allow entry
into new markets or a basis for new products or
customer support services. Partnerships might also
permit you to address common issues by blending
your organizations core competencies or leadership
capabilities with partners complementary strengths
and capabilities. Thus, partnerships may be a source of
strategic advantage for your organization.
In successful internal and external partnerships, the
partners develop longer-term objectives, thereby
creating a basis for mutual investments and respect.
Partners should establish the key requirements for
success, means for regular communication,
approaches to evaluating progress, and means for
adapting to changing conditions. In some cases, joint
education and training could be a cost-effective
method of workforce development.
Agility
Success in todays ever-changing, globally competitive
environment demands agilitya capacity for rapid change
and for flexibility in operations. Organizations face evershorter cycles for introducing new/improved products and
services, and nonprofit and government organizations are
increasingly being asked to respond rapidly to new or
emerging social issues. Disruptive events are occurring
more frequently. They can be triggered by innovative
technologies or product introductions, economic upheaval
or stress, or social or societal demands. Organizations
must be capable of making transformational changes on
an ever-shorter cycle time. Major improvements in
response times often require new work systems, the
simplification of work processes, or the ability for rapid
changeover from one process to another. A cross-trained
and empowered workforce is a vital asset in such a
demanding environment.
A major success factor in meeting competitive challenges
is design-to-introduction time (the time it takes to initiate
a product or service feature) or innovation cycle time. To
meet the demands of rapidly changing markets, your
organization needs to carry out stage-to-stage integration
35
Management by Fact
Organizations depend on the measurement and analysis
of performance. Measurements should derive from
business needs and strategy, and they should provide
critical data and information about key processes, outputs,
results, and outcomes. Organizations need many types of
data and information for performance management.
Performance measurement should include measurement
of customer, product, and process performance;
comparisons of operational, market, and competitive
performance; supplier, workforce, partner, cost, and
financial performance; governance and compliance
results; and accomplishment of strategic objectives.
To facilitate analysis, data should be segmented by, for
36
Societal Responsibility
Your organizations leaders should stress ethical
behavior, responsibilities to the public, and the
consideration of societal well-being and benefit. Leaders
should be role models for your organization and its
workforce in focusing on ethics and the protection of
public health, safety, and the environment. This
protection applies to any impact of your organizations
operations, as well as the life cycles of your products.
Also, your organization should emphasize resource
conservation and waste reduction at the source.
Planning should anticipate adverse impacts from the
production, distribution, transportation, use, and
disposal of your products. Effective planning should
prevent problems, provide for a forthright response if
problems occur, and make available the information and
support needed to maintain public awareness, safety,
and confidence.
Your organization should not only meet all local, state,
and federal laws and regulatory requirements but
should also treat these and related requirements as
opportunities to excel beyond mere compliance. Your
organization should stress ethical behavior in all
stakeholder transactions and interactions. Your
organizations governance body should require highly
ethical conduct and monitor all conduct accordingly.
Considering societal well-being and benefit means
leading and supportingwithin the limits of your
resourcesthe environmental, social, and economic
Systems Perspective
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Application Fees
For large companies/agencies
with 200 or more regular and
contractual employees
P 20,000.00
For medium-sized
companies/agencies with less
than 200 regular and
contractual employees
P 15,000.00
P 10,000.00
Application Report
No. of Pages
1. Application Report : 30 (maximum)
2. Company Profile : 5 (maximum)
35 pages (total)
Typing Instructions
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Table of Contents
1. Eligibility Determination Form
2. Application Form
3. Glossary of Key Terms and Abbreviations
4. List of Figures
5. Company Profile
6. Criteria Responses:
No. of Copies
10 hard copies (all originals) and email soft copy in
PDF format
Back to back copies with spiral
Eligibility Categories
Private Sector
1. Small and Medium Enterprises
2. Large Enterprises
Public Sector
1. Departments, Bureaus, and Attached Agencies
Subsidiaries
- It must be self-sufficient
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Where to apply?
Applicant organizations may get application forms
from and submit the application package to:
Award Manager
Department of Trade and Industry (DTI)
Attn.: Center for Industrial Competitiveness
3rd Floor, Tara Building
389 Sen. Gil Puyat Avenue, Makati City
Telephone Numbers: (632) 895.3198 / 890.4889
Telefax Number: (632) 890-4861
E-mail Address: pqa.org.ph@gmail.com
Web Site: www.dti.gov.ph / www.pqa.org.ph
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