In today's competitive (sometimes hypercompetitive) environments, companies need tools that can help them to assess their weaknesses and plan improvements. Self-assessment has emerged as a potentially powerful tool for this purpose. Until now self-assessment has been considered as a by-product of Quality Award Assessments. As such, it is more apt to identify already excellent companies than to spot weaknesses in any kind of company. Moreover, award models and approaches lack diagnostic power. This book proposes a model that is no longer a TQM Model but a `Business Model' and a highly diagnostic process. Organisational Self-Assessment is unique in its approach to self-assessment, starting from results and diagnosing the causes within the company. It integrates self-assessment and subsequent improvement planning into the corporate strategic planning cycle to create a real business model.
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Foreword by Heini Lippuner ix
an integrated view of the company and
The selfassessmentselfdiagnosis process
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achieve analyse assessment elements assessment of results assessors audit average best-in-class business goals business results capabilities causes Chapter company's missions competitive components concept continuous improvement criteria critical results cross-diagnosis employees ensure environment EQA model European Quality Award examined example external focus global goal deployment Goals/results area human resources identify important improvement goals improvement planning indicators input internal interviews involved Ishikawa diagram leadership management by objectives matrix measurements missions and goals operating plans organization organizational architectures performance gaps personnel phase planning cycle priority action areas priority goals problems processes and systemic Quality Award quality system reference competitor regards relation require responsible right side role satisfstion score Section sectors shareholders significant social environment specific stakeholders strategic goals strategic planning strategies and plans sub-divided sub-system suppliers surveys top management Total Quality Management value chains weaknesses weights