Six Sigma and Beyond: Design for Six Sigma, Volume VI

2017-07-07 02:10:07

BUSINESS ASSESSMENT ” STRENGTHS AND WEAKNESSES

You will be asked to evaluate the organization relative to sales and marketing, manufacturing and operations, R & D, and general management. A typical assessment is shown in Table 3.1.

Table 3.1: A Typical Assessment Instrument
Please indicate how you evaluate the organization using the following key: (There are many ways to use a key. This is only one example.)
++	Extremely strong, definite leaders
+	Better than average
E	Average
-	Weak, should do better
	Extremely weak, area of major concern
Sales and marketing Customer base Market share Market research Customer knowledge Brand loyalty Company business image Response to customers Breadth of product line Product differentiation Product quality Distributors Locations Size Warehousing Transportation Communication Influencing customers Sales force People and skills Size Type Location Productivity Morale Advertising National regional cooperative Promotion devices Prices/incentives Customer communication Service Before sale After sale Credit Long term Short term Trade allies Costs Selling Distribution Manufacturing/operations Materials management People and skills Sourcing Inventory P & C Production P & C Capability P & C Computer system Physical plant Capacity Utilization Flexibility Plant Size location Number Age Equipment Automation Maintenance Flexibility Processes Uniqueness Flexibility Degree of integration Engineering Process Tool design Cost improve Time standards Quality control People and skills Workforce Skills mix Utilization Availability Turnover Safety Unionization Costs Productivity Morale Direct/indirect Research and development Basic research Concepts and studies Emphasis People and skills Conversions to applications Patents Applied research Finding Emphasis People and skills Conversion to prototype Patents Basic engineering Prototypes Emphasis People and skills Convert to product Design engineering Designs Patents and copyrights Emphasis People and skills Design for production Funding Amount Consistency Sources Project selection General management Leadership Vision Risk/return profile Clarity of purpose Implementation skills Turnover Experience Motivation skills Leadership style Delegation Strategic emphasis Organization Type Size Location Communication Defined responsibility Coordination Speed of reaction Fix with strategy Commitment Planning and control Early alert system Forecasting Operational budget Control MBO program Capital planning Long range planning Contingency planning Cost analysis Resource allocation Accounting and finance Financial public relations Financial relations Auditing Decision making Style Techniques used Responsiveness Position in org. criteria used Personnel Effectiveness Hourly labor Clerical labor Sales people Scientists and engineers Supervisors Middle management Top management Comp. and reward Management development Management depth Turnover Morale Information systems Decision support system Customer data Product line data Fixed/variable costs Exception reporting Culture Shared values Pluralism Conflict resolution Openness Optional Information Name : Date: Title: Dept:

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