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PHILIPPINE QUALITY CHALLENGE

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Organizational Profileand Self-Assessment Form

Name of the Organization:

PHILIPPINE QUALITY CHALLENGEA. ORGANIZATIONAL PROFILE INSTRUCTION: Please fill in your responses to each question.

P ORGANIZATIONAL PROFILE

NOTES YOUR RESPONSE(S)The Organization Profile is a snapshot of your organization, the KEY influences on HOW you operate, and the KEY CHALLENGES you face.

1 What are your organization’s products?

“Products” refer to the goods and services that your organization offers in the marketplace.

2 (a) Who are your organization’s customers?

Customers are the current and potential users of your products.

Customers include the end-users of your products, as well as others who may be their immediate purchasers such as distributors (wholesale or retail), agents, or organizations that further process your products as components for their own.

(b) What are your customers’ requirements?

Customer requirements may include: (1) on-time delivery, (2) meeting specifications, (3) safety, (4) security, (5) cost, (6) rapid response, and other requirements such as ISO 9001, as appropriate (see other requirements in Item 7 below).

3 (a) Who are your organization’s competitors?

Competitors are those selling goods or services similar to yours.

(b) What makes you better than your competitors?

Your organization may have a higher customer satisfaction level than your competitors. Also, you may be better than competition in terms of market share, pricing, product or service features, accessibility or product availability, warranty, and service delivery.

4 What is your workforce profile? “Workforce” refers to the people involved in accomplishing the work of your organization. It includes your organization’s permanent, temporary, and part-time personnel, as well as any contract employees supervised by your

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PHILIPPINE QUALITY CHALLENGEorganization. It includes team leaders, supervisors, and managers at all levels.

“Volunteers”, such as may be found during your social responsibility activities, are also considered part of your workforce. People supervised by a contractor should be addressed in Category 6.

5 Show your organization’s organizational chart.

The organizational chart is a visual representation of how a firm intends authority, responsibility, and information to flow within its formal organizational structure.

The organizational chart usually depicts different management functions (such as admin and finance, sales, production, quality control, warehousing, product design and development, and purchasing) in boxes linked with lines along which decision-making flows.

6 What are your organization’s facilities? Facilities may include offices, stores, warehouses, factories, equipment, laboratories, clinics, restrooms, lockers, canteen/pantry, and staff houses.

7 What statutory and regulatory requirements apply to your organization?

The term “Statutory Laws” refers to statutes that are passed by the legislature (e.g. Tax Reform Act, Labor Code of the Phil., Social Security Act of 1997, National Health Insurance Act of 1995, Home Development Mutual Fund Law of 2009, Food and Drug Administration Act of 2009, Food Safety Act, Intellectual Property Code of the Philippines, Civil Law of the Philippines, and The Corporation Code of the Philippines).

The term “Regulatory Laws” emanate from the executive branch of the government and are enforced by regulatory bodies. (e.g. Business License, Business Name Registration, SEC Registration, and PEZA Registration).

8 Who are your organization’s suppliers and partners?

Suppliers may include those who provide your organization with raw materials, services (e.g. janitorial, security, housekeeping, power, and water), equipment, packaging materials, etc.

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PHILIPPINE QUALITY CHALLENGEPartners include other parties providing support (e.g. financial, technical) to your organization and obtaining mutual benefits in accordance with the stipulated arrangements in the partnership.

9 (a) What is your organization’s vision? The term “vision” refers to the desired future state of an organization. The vision describes where the organization is headed, what it intends to be, or how it wishes to be perceived in the future.

(b) What is your organization’s mission?

Your organization’s overall function. It answers the question “what does your organization do?”.

(c) What are your organization’s goals?

Goals are the results that an organization needs/wants to achieve within a given time frame.

(d) What are your organization’s core values?

The term “core values” refers to the principles that guide the way the workforce behaves as they go about performing their work. It enables people to distinguish what is right from what is wrong.

10 What difficulties does your organization face?

Difficulties can come in many forms; such as financial, sourcing of materials and supplies, staffing, regulations, selling, grievances, labor-management problems, competition, logistics, competencies and maintaining quality consistency.

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PHILIPPINE QUALITY CHALLENGEB. SELF-ASSESSMENT INSTRUCTION: Please click on the box ☐ whichever answer is applicable to your organization. In answering the Category requirements, it is suggested that the key people in charge of each process agree and have reached a consensus in your responses. “YES” mark if the organization practices the criteria requirement.

"NO" mark if the organization does not practice the criteria requirement.

If YES, briefly describe how the practice/process is being implemented in the organization. Attach appropriate flowcharts for the processes described in Categories 1 to 6; and appropriate results charts for Category 7.

1 MANAGEMENTThe Management Category looks at how your management guides and improves your organizational performance and how it addresses legal and community responsibilities.

YES NO If YES, briefly describe your approach(es) here.Attach flowcharts, if possible. NOTES

Item 1.1 Managementa How does your management set and

share your goals and values with the workforce?

☐ ☐ “Management” refers to the organization’s highest ranking officials, including managing directors and owners. Responses to 1.1(a) should show the processes of how management sets the goals that are presented in the organization profile (P.9c) and the values presented under P.9d. Attention is given to how your management share these goals and values with the workforce.

b How does your management communicate with and get feedback from the workforce?

☐ ☐ Management is expected to develop ways to effectively communicate directions and goals organization-wide. These include systematic ways used for both one-way and two-way communication including personal methods that may involve the use of social media and formal methods such as the use of meetings and surveys.

This is to ensure that management clearly communicates with the workforce at all levels throughout the organization.

c How does your management reinforce ☐ ☐ Apart from the organization’s performance appraisal

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PHILIPPINE QUALITY CHALLENGEgood performance by taking a direct role in motivating the workforce, including by participating in reward and recognition programs?

system, this Item asks for personal actions manifested by the management to positively and proactively instill and recognize a culture of good performance and encourage the workforce to think of new ways of doing work. Do they personally recognize good performers? How do they do it? How does management encourage the workforce to work better and smarter today than yesterday? Is there a recognition/reward system for new ideas implemented in the workplace?

d How does your management evaluate and improve its own effectiveness?

☐ ☐ Management evaluation refers to the performance evaluation of the highest ranking officials including managing directors or owners and the board of directors. Evaluation may be supported by third-party assessments of the leaders’ effectiveness, external advisory boards, peer reviews, and formal or informal workforce and other stakeholder feedback and surveys.

In highly respected organizations, management are committed to setting high expectations for performance and performance improvement by enhancing their own personal leadership skills through personal coaching and mentoring or participation in leadership development courses.

Item 1.2 Legal and Community Responsibilitiesa How does your organization comply

with statutory and regulatory requirements, including impact on the environment?

☐ ☐ Role-model organizations look for opportunities to exceed requirements and to excel in areas of legal and regulatory behavior.

Based on the applicable legal and regulatory requirements reported in P.7, describe the key compliance processes, measures, and goals for achieving and surpassing the legal and regulatory requirements.

Do not report key results of regulatory and legal compliance in 1.2(a); these results should be reported as Management Results under Item 7.4.

b How does your organization promote and ensure ethical behavior in doing business?

☐ ☐ Ethical behavior refers to how your organization ensures that all decisions and actions conform to the organization’s moral and professional principles of conduct.

Apart from having a Code of Conduct within the

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PHILIPPINE QUALITY CHALLENGEorganization, how are the provisions of this Code implemented, complied with, and monitored in a systematic manner? What other internal controls do you use to ensure ethical behavior?

Your organization should be sensitive to issues of public concern, whether or not these issues currently are embodied in laws and regulations.

c (1) How does your organization help/support your key communities?

☐ ☐ Key communities refer to groups that the organization supports as part of its social responsibilities.

Areas of societal contributions and community support may include your efforts to improve the environment (e.g., collaboration to conserve the environment or natural resources); strengthen local community services, education, and health; and improve the practices of trade, business, or professional associations.

Examples of organization community involvement include partnering with schools and school boards to improve education; partnering with health care providers to improve health in the local community by providing education and volunteer services to address public health issues; and partnering to influence trade, business, and professional associations to engage in beneficial, cooperative activities, such as sharing best practices to improve overall national global competitiveness and the environment.

For some charitable organizations, support for key communities may occur totally through the mission-related activities of the organization. In such cases, it is appropriate to respond with an “extra effort” you devote to support these communities.

(2) How is your workforce involved in these activities?

☐ ☐ Cite the community programs conducted and activities participated in by everyone in the organization. Time and funds spent on these should be reported in Management Results (Item 7.4).

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2 PLANNINGThe Planning Category looks at how the organization develops and implements its plans.


Item 2.1 Plan Developmenta What steps do you follow when you

plan for the future?☐ ☐ “Planning” refers to your organization’s systematic ways

(formal or informal) to preparing for the future. The requirement 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. It may utilize various types of forecasts, projections, options, scenarios, knowledge, or other systematic ways to envisioning the future for purposes of decision-making and resource allocation. Planning may involve participation by key suppliers, distributors, partners, and customers.

Item 2.1 addresses your overall organization planning, which may include changes in product offerings and customer satisfaction processes. However, the Item does not address product design or customer satisfaction strategies; you should address these factors in Items 6.1 and 3.2, as appropriate.

b How does your organization identify and analyze your strengths, weaknesses, opportunities, and threats?

☐ ☐ Knowledge of a organization’s strengths, vulnerabilities, and opportunities for improvement and growth is essential to the success and sustainability of the organization. With this knowledge, you can identify those products, processes, competencies, and performance attributes that are unique to your organization; those that set you apart from other organizations; those that help you to preserve your competitive advantage; and those that you must develop to sustain or build your market position.

Organizations need to know and be aware of practices and events happening inside and outside the organization to determine their strengths, weaknesses, opportunities, and threats (SWOT).

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PHILIPPINE QUALITY CHALLENGEc How does your organization develop

plans to overcome difficulties?☐ ☐ Developing plans to overcome difficulties may include

the following actions: prompt response and delivery, addressing specific customer requirements, adapting quality standards, and building supplier and customer relationships. Responses should address difficulties identified in your organization profile under P.10.

d How does your organization develop plans to remain or become better than your competitors?

☐ ☐ This requirement implies that you have a clear knowledge and understanding of how your competitors perform. This is related to Category 4 in terms of how you are able to systematically obtain data and information about your competition.

Your response may include the use of a variety of tools and techniques such as benchmarking, mystery shopping, and market research to remain or become better than your competitors.

Item 2.2 Plan Implementationa How does your organization develop,

share, and implement activities to achieve its goals?

☐ ☐ Development of action plans requires the identification of specific steps and the resources needed to implement these steps. Resources may include time, people, and money, the supply of which will need coordination among several internal work units and even external stakeholders such as suppliers and customers

Ensure that plan implementation will be effective by communicating requirements and achieving agreement at the management and individual job levels.

Plan development and implementation are closely linked to other Items in the Criteria. The following are examples of key linkages:

• Item 1.1 for how your management sets and communicates organization directions;

• Category 3 for gathering customer information as inputs to your plans and for implementing action plans;

• Category 4 for measurement and data management to support decision-making and improvement of organization performance;

• Category 5 for meeting your manpower requirements and workforce training and development needs;

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PHILIPPINE QUALITY CHALLENGE• Category 6 for changes to your value-creation and support process requirements resulting from your action plans; and

• Category 7 for specific accomplishments relative to your organization plans.

b How does your organization ensure that financial and other resources are available to implement your activities and accomplish your goals?

☐ ☐ Examine how your organization optimizes the use of resources, ensures the availability of trained employees and bridges short- and longer-term requirements that may entail capital expenditures, acquisition of appropriate technology, and sourcing of capable suppliers. A budgetary system is an example of how funds are allocated.

c What are your targets and performance indicators (expressed in numbers) to show achievement of your short and long-term goals?

☐ ☐ The plans must be properly documented and communicated organization-wide as clear directions to achieve expected results (see Category 7) and ensure consistency in implementation.

d How does your organization measure progress of your plans’ implementation?

☐ ☐ A project management methodology for tracking progress is a useful tool in monitoring plan implementation.

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3 CUSTOMERThe Customer Category examines how the organization identifies customers, determines their requirements, builds relationships with them, and determines their satisfaction.


Item 3.1 Customer Requirementsa How does your organization target new

or potential customers?☐ ☐ These requirements can be addressed through

customer listening mechanisms such as market surveys, marketing and sales information, customer engagement data, win/loss analysis, and complaint data.

Listening may also include gathering and integrating survey data, focused group findings, internet-based data, and other data and information that affect customers’ buying preferences.

b How does your organization determine customers’ needs and requirements?

☐ ☐ The focus should be on features that affect customer preference and loyalty - for example, those features that differentiate your products from competing offerings or services. Those features may include price, reliability, value, delivery, timeliness, ease of use, customer or technical support, and the sales relationship.

c How do you gather information and feedback from your customers?

☐ ☐ Refer to notes for 3.1a

d How does your organization measure and analyze customer satisfaction?

☐ ☐ Determining customer satisfaction may include the use of any or all of the following: surveys, feedback, customer account histories, complaints, field reports, win/loss analysis, customer referral rates, and transaction completion rates. Information may be gathered from the internet, through personal contact or a third party, or by mail.

Customer satisfaction measurements may include both a numerical rating scale and descriptors for each unit in the scale. Actionable customer satisfaction measurements provide useful information about specific product and service features, delivery, relationships,

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PHILIPPINE QUALITY CHALLENGEand transactions that affect customers’ future actions — repeat business and positive referrals.

e How does your organization measure and analyze customer dissatisfaction?

☐ ☐ Customer dissatisfaction is not the absence of satisfaction. Determining customer dissatisfaction should be seen as more than reviewing low customer satisfaction scores. Dissatisfaction should be independently determined from customer satisfaction to ensure that specific factors that dissatisfy your customers are captured and documented. In some cases, customer satisfaction surveys may not be able to capture these specific factors of dissatisfaction because of time and space constraints in the survey. Once directly measured, however, it will enable your organization to identify root causes and enable a systematic remedy to avoid future dissatisfaction. Customer dissatisfaction may be measured through customer complaints, declining repeat orders, and increasing rejection rates.

Item 3.2 Customer Relationshipsa How does your organization handle

feedback and complaints from customers?

☐ ☐ Customer dissatisfaction is not the absence of satisfaction. Determining customer dissatisfaction should be seen as more than reviewing low customer satisfaction scores. Dissatisfaction should be independently determined from customer satisfaction to ensure that specific factors that dissatisfy your customers are captured and documented. In some cases, customer satisfaction surveys may not be able to capture these specific factors of dissatisfaction because of time and space constraints in the survey. Once directly measured, however, it will enable your organization to identify root causes and enable a systematic remedy to avoid future dissatisfaction. Customer dissatisfaction may be measured through customer complaints, declining repeat orders, and increasing rejection rates.

b How does your organization ensure that your responses to customer feedback and complaints lead to their satisfaction?

☐ ☐ A organization must have a mechanism to ensure that its feedback and complaint handling process satisfies its customers. Prompt resolution of problems and a regular follow-through call to the complainant to assess their satisfaction with the way their complaint was handled may be one of the simplest ways of addressing

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PHILIPPINE QUALITY CHALLENGEthis requirement. However, it must be emphasized that only the effective elimination of the causes of the problem will result in overall organization improvement and prevent the recurrence of the problem.

Responses to this requirement will necessarily link to systematic ways described in your responses to 3.1(b) and (d).

c How does your organization determine and ensure that your CUSTOMERS are more satisfied with your organization than with your KEY competitors?

☐ ☐ In determining customers’ satisfaction, a key aspect is their comparative satisfaction with competitors and competing or alternative offerings. Such information may be derived from your own comparative studies or from independent studies.

Other organizations providing similar products may include organizations that are not competitors but provide similar products in other geographic areas or to different populations.

In a rapidly changing competitive environment, many factors may affect customer preference and loyalty. This makes it necessary to listen on a continuous basis. To be effective, listening needs to be closely linked with your organization’s overall business strategy.

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4 MEASUREMENT AND DATA MANAGEMENT

The Measurement and Data Management Category looks at how your organization manages and uses data and information to support decision-making and improvement of organizational performance.


Item 4.1 Measurement, Analysis, and Improvement of Organizational Performancea How does your organization select and

collect data and information for tracking daily operations, and overall organization performance?

☐ ☐ A systematic way for selecting data and information may involve looking at the expected results, as well as the corresponding processes that enable the organization to achieve these desired outcomes. To track and monitor these results and processes, relevant and appropriate measures and indicators need to be chosen to support decision-making. A management information system (MIS) may be useful in collecting and processing all the data and information required.

b How does your organization analyze and review your performance data and information to determine progress in achieving your plans?

☐ ☐ Analysis includes examining levels versus targets, goals, or standards; trends over at least a 3-year period; comparisons with competitors or comparable organizations providing similar products or services; cause and effect relationships; and correlations. Analysis should support your performance reviews, help determine root causes and possible solutions or improvements to current situations, and help set priorities for resource utilization. Accordingly, analysis draws on all types of data: customer-related, financial and market, operational, and competitive.

c How does your organization use performance reviews to develop plans for improvement?

☐ ☐ Your effective selection and use of comparative data and information require the: (1) determination of needs and priorities; (2) criteria for seeking appropriate sources for comparisons - from within and outside your organization’s industry and markets; and (3) use of data and information to set stretch goals and promote major, non-incremental (“breakthrough”) improvements in areas

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PHILIPPINE QUALITY CHALLENGEmost critical for your organization’s competitive advantage.

d How does your organization compare your performance with your key competitors or other comparable organizations?

☐ ☐ In relation to the outcomes in 4.1b above, what methodologies do you now use to improve on your current plans? Prioritizing and driving improvements in critical areas are important to the success of top-performing organizations. Using a Plan/Do/ Check/Act (PDCA) tool may help to address this requirement.

Item 4.2 Management of Information Systemsa How does your organization manage

data and information to ensure: accuracy, integrity, timeliness, and confidentiality?

☐ ☐ “Accuracy” refers to freedom from error, correctness in value and presentation.

“Integrity” refers to data and information that are complete, consistent, transparent, and obtained from reliable sources.

“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.

Systematic ways to ensure compliance to the above characteristics need to be explained here, considering the changes in the data and information that flow in and out of the organization.

b How does your organization make needed data and information available to those concerned?

☐ ☐ Data and information availability becomes increasingly important in today’s electronic-based (internet, e-business, e-commerce) modes of transaction between product/service providers and customers.

Data and information are especially important in business networks, alliances and supply chains. Given the wide use of electronic data transfer, your responses to this Item should take into account this use of data and information and should recognize the need for rapid data validation and reliability assurance.

Data and information access may be via electronic or other means.

c How does your organization ensure ☐ ☐ Organizations should carefully plan how they will be able to continue to provide an information technology

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PHILIPPINE QUALITY CHALLENGEthe continued availability of data and information in the event of an emergency?

infrastructure, data, and information in the event of either a natural or man-made disaster. These plans should consider the needs of all of the organization’s stakeholders, including the workforce, customers, suppliers, partners and collaborators. Processes need to be in place to protect against system failure that may damage or destroy critical data. Processes should also be in place to protect against external threats, including attacks from hackers, viral infections, power surges, and typhoon-related damage. These plans should be coordinated with the organization’s overall plan for business continuity under 6.2(c).

Typical ways would touch on the aspects of redundant systems as well as effective backup and storage of data at remote locations that increasingly includes electronic storage in the digital web. Critical here is the element of time – how fast can a organization resume operation of its information and communication technologies after an emergency situation.

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PHILIPPINE QUALITY CHALLENGE5 WORKFORCEThe Workforce Category looks at how the organization enables the workforce to realize their full potential and achieve high performance.


Item 5.1 Workforce Environmenta How does your organization determine

your manpower requirements (e.g. skills, staffing level)?

☐ ☐ Determination of manpower requirements would consider both capability and capacity.

“Capability” refers to your ability to do your work assignment.

“Capacity” refers to staffing levels to accomplish the work assignments.

b How does your organization recruit, hire and retain new members of your workforce?

☐ ☐ Recruitment can be done through your admin/personnel unit, or through a 3rd party recruitment office. Hiring may be done by the immediate superior and/or the admin/personnel unit.

Retention of new members of your workforce may involve some form of benefits such as a salary adjustment or bonus upon regularization, availment of medical privileges, etc.

c How does your organization develop a work environment that promotes workforce health, safety, and security?

☐ ☐ A healthy work environment may consider such aspects as proper ventilation, optimum lighting for the nature of work, workplace temperature, noise control, pollution control, ergonomics, regular medical checkups, regular inspection and fumigation of work areas as necessary.

Some of the considerations with regard to security may include the following: prevention of theft and fraud; prevention of violence; and restricting access to parts of the physical facilities to authorized personnel only.

Safety is covered by regulatory standards for buildings and structures, fire related requirements of the Bureau of Fire Protection, and other related standards by the Safety Organization of the Philippines (SOPI) and Occupational Safety and Health Center (OSHC).

d How does your organization support your workforce via policies, benefits,

☐ ☐ Appropriate services, benefits and policies enhance worker well-being, satisfaction and motivation. List down

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PHILIPPINE QUALITY CHALLENGEand services? all policies (e.g. policy on leaves, policy on salary

adjustments, and policy on retirement) that support your workforce including benefits and services.

Item 5.2 Workforce Engagementa How does your organization determine

what satisfies and motivates your workforce?

☐ ☐ Workforce motivation and satisfaction refers to the degree the workforce feels positive about the organization, the workplace, supervisors, and co-workers. It may lead to workforce engagement that reflects the extent of workforce commitment, both emotional and intellectual, to accomplishing the work, mission, and vision of the organization.

Factors that may affect workforce satisfaction include effective workforce problem or grievance resolution; safety factors; workforce training, development, and career opportunities; workforce preparation for changes in technology or the work organization; the work environment and other work conditions; management’s empowerment of the workforce; information sharing by management; workload; cooperation and teamwork; recognition; services and benefits; communication; job security; compensation; and equal opportunity.

One of the ways to determine factors that motivate and satisfy the workforce is through workforce surveys.

b How does your organization measure and recognize or reward good workforce performance?

☐ ☐ High-performing organizations put in place a workforce performance management system that provides actionable feedback to employees, and links reward, recognition, compensation, and/or incentives to the achievement of work objectives.

Describe here your performance evaluation or appraisal system and how good performers are duly recognized or rewarded by management.

c How does your organization identify and address the training and development needs of your workforce?

☐ ☐ Training and development refers to the improvement of workforce members’ knowledge and skills to support the organization’s goals. Training occurs inside or outside the organization and may involve cross-posting, off or on-the-job training, coaching and mentoring, and/or computer-based learning.

Depending on the nature of your organization’s work, workforce members’ responsibilities, and the stage of

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PHILIPPINE QUALITY CHALLENGEpersonal development, training needs may vary greatly. These needs may include improving skills for better communication, teamwork, and problem solving; process analysis and simplification; cycle time reduction; cost/benefit analysis; and computer skills.

d How does your organization measure and improve your overall workforce engagement and satisfaction?

☐ ☐ Formal and informal assessment methods may be used to determine workforce engagement and satisfaction. Other indicators of engagement and satisfaction may include safety, absenteeism and tardiness; the turnover rate; grievances, strikes, and other job actions; and results of surveys.

To improve workforce engagement and satisfaction, management may put in place ways to track, analyze, and take action. For example, management may increase the extent of workforce participation in decision-making or in listening to their ideas.

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6 OPERATIONSThe Operations Category looks at how your organization manages its key value creation and support processes to meet customer requirements.


Item 6.1 Value Creation Processesa (1) How does your organization design,

produce, and deliver your products to create value for customers?

☐ ☐ Key value creation processes refer to activities that increase the product’s worth and usefulness to the customers. They might include product design and delivery, customer support, and business processes.

Factors that may need to be considered in design include: health and safety; long-term performance; environmental impact; process capability; manufacturability; maintainability; supplier capability; and documentation. Effective design also must consider cycle time and productivity of production and delivery processes.

Overall, effective design must take into account all stakeholders in the value chain. Your response should include how your products are not only designed but also produced and delivered to meet all requirements to create value for customers.

(2) How do you use inputs from customers and suppliers?

☐ ☐ Your response here should describe how the inputs from Category 3 are used to design, produce, and deliver your products. As you describe the process for product design, indicate how customer inputs are considered.

As the product is produced, describe how you ensure that relevant customer inputs included in the design stage remain in effect throughout the production process.

Customer delivery requirements (e.g. schedules, packaging, colors, temperature, size, volumes, etc.) must also be included in your processes for delivery.

b How does your organization manage and improve its production operations

☐ ☐ “Costs” refer to the total cost of resources spent for

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PHILIPPINE QUALITY CHALLENGEand delivery of products considering costs, efficiency, productivity, and cycle time?

products; including money, time and labor.

“Efficiency”, in general, describes the extent to which time or effort is well used for the intended task or purpose.

“Productivity” is a ratio of what is produced to what is required to produce it.

“Cycle time” refers to the period required to complete one cycle of an operation; or to complete a function, job, or task from start to finish.

Ways to improve processes may include: (1) sharing best practices across your organization; (2) process simplification & error proofing; (3) research and development; (4) benchmarking; (5) using alternative technology; and (6) using information from customers.

Item 6.2 Support Processesa What are your support processes? ☐ ☐ These processes are those that support your key value

creation activities, which may include finance and accounting, sales, marketing, public relations, management information services, human resources, legal services, maintenance, research and development, laboratory, purchasing, and administration.

b How does your organization design, manage, and improve your support processes?

☐ ☐ You are asked how your organization’s key support processes are designed to meet all your requirements. The support process requirements usually do not depend significantly upon product characteristics, but upon your value creation processes [refer to 6.1(a)1], and they must be coordinated and integrated to ensure efficient and effective linkage and performance between your value creation and support processes.

You are also asked how day-to-day operations of your key support processes ensure meeting the key requirements, including how in-process measures and/or customer feedback are used.

Finally, you are asked how you improve your key support processes to achieve better performance. This Item calls for information on how your organization evaluates and improves the performance of your key support

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PHILIPPINE QUALITY CHALLENGEprocesses.

c How does your organization prepare for and deal with emergencies?

☐ ☐ Emergencies and disasters may be weather-related (e.g. typhoons, floods), utility-related, security-related, or due to a local or national emergency; including potential pandemics such as disease outbreaks.

The extent to which you prepare for disasters or emergencies will depend on your organization’s situation and its sensitivity to disruptions of operations. The impacts of climate change could include a greater frequency of disruptions. Acceptable levels of risk will vary depending on the nature of your products, supply chain, and stakeholder needs and expectations.

Efforts to ensure the continuity of operations in an emergency should consider all facets of your organization’s operations that are needed to provide products to customers. You should consider both your value creation and your key support processes in your planning for such emergencies. The specific level of service that you will need to provide will be guided by your organization’s mission and your customers’ needs and requirements.

For example, a public utility organization will likely have a higher demand to provide uninterrupted services than organizations that do not provide an essential function. Your continuity of operations efforts should also be coordinated with your efforts to ensure data and information availability (Item 4.2).

Describe here your emergency response system (for fire, earthquake, typhoon, floods, sabotage, etc.).

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7 RESULTSThe Results Category looks at your organization’s performance and improvement in all key areas: customer and product results, operations results, workforce results, management results, and financial and market results. Include comparative/competitive results, as appropriate.

YES NO If YES, briefly describe your results here.Attach appropriate charts. NOTES

Item 7.1 Customer and Product Resultsa What are your results on measurement

of customer satisfaction and dissatisfaction? (Reference 3.1d)

☐ ☐ The relationship between product performance and customer response indicators are critical management tools with several uses: (1) defining and focusing on key quality and customer requirements; (2) identifying product and service differentiators in the marketplace; (3) determining possible cause-effect relationships between your product and service attributes, level of customer satisfaction and loyalty, and in promoting positive referrals; and (4) the relationship might also reveal emerging or changing market segments, the changing importance of customer requirements, or even the potential obsolescence of the organization’s products.

This Item examines your organization’s customer-focused performance results, with the aim of demonstrating how well your organization has been satisfying your customers. It focuses on all relevant data to determine and help predict your organization’s performance as viewed by your customers.

You are asked to provide current levels and trends, for key measures and/or indicators of customer satisfaction.

b What are your product performance results that are important to meet your customer needs and requirements? (Reference P.2 and 3.1b)

☐ ☐ This Item asks about your key product performance results, which demonstrate product quality and value that lead to customer satisfaction. Product performance results should relate to the key customer requirements based on information gathered in P.2 and Item 3.1.

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PHILIPPINE QUALITY CHALLENGEProduct performance measures appropriate for inclusion might be based upon the following: internal quality measurements ( e.g. conformance records, defect levels, .. ), field performance of products, response times, and customer surveys on product performance.

c What are your results that pertain to building of relationships with customers? (Reference 3.2)

☐ ☐ This Item places an emphasis on customer-focused results that go beyond satisfaction measurement because loyalty, repeat business, and longer-term customer relationships are better indicators and measures of future success in the marketplace and of organizational sustainability.

Results for customer relationship building might include retention, gains, and losses of customers and customer accounts; customer complaints, complaint management, effective complaint resolution, and warranty claims; customer assessment of access; customer advocacy for your brand and product offerings; and awards, ratings, and recognition from customers and independent rating organizations.

Item 7.2 Operations Resultsa 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)

☐ ☐ Measures and indicators of the effectiveness and efficiency of operations may include the following:

• Process performance that demonstrates improved cost savings or higher productivity by using internal and/or external resources

• Waste reductions, by‐product use, and recycling

• Internal responsiveness indicators, such as cycle times, production flexibility, lead times, setup times, and time to market

• Improved performance of administrative and other support functions such as incidences of operational downtime due to machine breakdown, and incidences of inventory stock out of raw and packaging materials, and supplies.

• Performance indicators such as: production efficiencies, innovations, product and process yields, and product delivery performance

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PHILIPPINE QUALITY CHALLENGE• Supply‐chain performance indicators such as: cycle time, inspection results, acceptance results of externally provided products, reductions in inventory and incoming inspections, increases in quality and productivity, improvements in electronic data exchange, and reduction in supply‐chain management costs

• Third‐party assessment results such as: ISO-based audits

• Response times in emergency drills.

b What are your results for the accomplishment of your plans? (Reference 2.2)

☐ ☐ Measures or indicators of action plan achievement should relate to the short and long-term plans you report in 2.2c and your response to 2.2d. Results may be reflected in a Gantt chart showing planned schedules versus actual achievements (e.g. time-based, % completion).

Item 7.3 Workforce Resultsa What are your results with regards to

filling manpower requirements such as skills and competence, target number and projected manpower for future business needs? (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 organization’s action plans described in Item 2.2.

Results reported for indicators of workforce capacity and capability might include staffing levels across organization units and certifications to meet skill needs.

Additional factors may include organization restructuring, as well as job rotations designed to continuously meet customer and operational requirements.

b What are your results for workforce health, safety, and security? (Reference 5.1c & d)

☐ ☐ Results for workforce safety might be in terms of number of accidents, man-hours lost, man-hours without lost-time accidents, or non-compliances or violations of work safety regulations.

Health results include man-hours lost due to employee sickness.

Results for workforce security may include the number of recorded security incidents including theft and violence among others.

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PHILIPPINE QUALITY CHALLENGEc What are your results for workforce

training and development? (Reference 5.2c)

☐ ☐ Appropriate measures and indicators of workforce training and development might include innovation and suggestion rates, number of training hours per employee, courses completed, training effectiveness (e.g. training evaluation results, improvement in competency levels, etc.), on-the-job performance improvements, cross-training rates, number of rewards and recognition, number of promotions, and percentage of higher positions filled from within.

d What are your results that show workforce engagement and those that measure workforce satisfaction? (Reference 5.2d)

☐ ☐ In addition to direct measures of workforce engagement and satisfaction through formal or informal surveys, some other indicators include absenteeism, turnover, grievances, strikes, workers’ compensation claims, improvement in local decision-making, organizational culture, and workforce knowledge sharing.

Item 7.4 Management Resultsa What are your results that pertain to

management’s communication and engagement with the workforce? (Reference 1.1)

☐ ☐ Responses should address communication processes identified in Item 1.1. Measures and indicators may include employee perception or satisfaction with management’s communication methods, number of meetings personally conducted by management, and attendance in these meetings.

b What are your results for compliance with statutory and regulatory requirements? (Reference 1.2a)

☐ ☐ Responses may include financial statement issues and risks, important internal and external auditor recommendations, and the management’s responses to these matters.

Statutory and regulatory results should address requirements described in 1.2b. Workforce-related occupational health and safety results should be reported in 7.3(b).

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 reported.

c What are your results for promoting and ☐ ☐ Independent of an increased focus on issues of ethics

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PHILIPPINE QUALITY CHALLENGEensuring ethical behavior? (Reference 1.2b)

and management accountability, it is important for the organization to practice and demonstrate high standards of overall conduct. Management should track relevant performance measures on a regular basis and emphasize this performance in stakeholder communications.

Measures or indicators of ethical behavior may include instances of ethical conduct breaches and responses, survey results on workforce perception of organization ethics, and results of ethics reviews and audits. They also may include evidence that policies, workforce training, and monitoring system are in place with respect to conflicts of interest and proper use of funds.

d What are your results for the organization’s support of and involvement with key communities? (Reference 1.2c)

☐ ☐ Responses should address your organization’s support of involvement with key communities described in 1.2c. Results of support and involvement with key communities include number of volunteer hours and costs incurred in participating in community activities, contributions, and number of community support activities.

Item 7.5 Financial and Market Resultsa What are your results for financial

performance?☐ ☐ This Item examines your organization’s key financial

results, with the aim of understanding your financial sustainability and your marketplace challenges and opportunities.

“Financial performance” refers to performance relative to measures of cost and revenue.

Measures reported in this Item are those usually tracked by management on an ongoing basis to assess your organization’s performance.

Results for financial performance may include cash flow, sales, net income, operating margins, profitability, budget performance, and return on investment, etc.

Responses also should include measures of financial viability, such as liquidity, debt-to-equity ratio, and asset utilization.

b What are your results for market performance?

☐ ☐ Results for market performance might include market share, measures of business growth, new customers,

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PHILIPPINE QUALITY CHALLENGEproducts, and markets entered (including e-markets and exports), and the percentage of sales derived from new products.

Prepared by: Approved by:

Signature over Printed Name Signature over Printed Nameof the Highest Ranking Official

Designation: Designation:Date: Date:

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