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ECA Report & Presentation Requirements:
To be completed on the 19th April 2019 (Singapore Time).

What you need to submit is:
– A Report
– A PowerPoint Presentation summarising the Report.
Additional Notes:

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Please look at the briefing summary for more info on the report and presentation. (File Name: BUS363e End of Course Assessment for Jan19_SP)
More files will be uploaded, as currently now there is a limit to the documents.
Please bid this assignment if you are up to the task of Singapore Standard, as I have a few disappointed experience of only getting a 60 marks. I am looking for a 75-80 marks work.
The datelines are to be met and if failure to do so, will be requested to cancel. Datelines are in Singapore timeline.
be_self_diagnostic_tool__effective_apr_2017_.xls

be_framework__revised_effective_1_apr_2017_.pdf

be_repositioning_of_be_certifications__effective_1_apr_2017_.pdf

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Business Excellence
Self-Diagnostic Tool (SDT)
GETTING STARTED
v2.0 March 2017
Business Excellence
Self-Diagnostic Tool (SDT)
The Business Excellence (BE) Self-Diagnostic Tool (SDT) allows organisations to evaluate their management
systems according to the BE framework.
The BE framework provides a holistic standard that covers all the critical factors and drivers for business
excellence. There are three niche standards for people, innovation and service which complement the
holistic standard. Each niche standard focuses on the organisational capabilities required for different key
enablers of business excellence.
Singapore Quality Class (SQC) is the certification for the overall Business Excellence standard. The SQC provides
organisations with a holistic model for managing business excellence.
The Niche BE standard for People provides organisations with a total approach for recruiting, managing and engaging
employees for high performance, aligned to the mission, vision and values. It examines specific requirements within the
seven categories of BE that highlight employee practices and systems. It also examines how the organisation’s peoplecentric philosophy is cascaded to other areas including the management of customers, processes and knowledge.
The Niche BE standard for Innovation enables organisations to develop capabilities in harnessing innovative ideas and
creating value from them. This includes higher revenue, profits, productivity, customer satisfaction or other measures of
success for various stakeholders. It examines specific requirements within the seven categories of BE that highlight
innovation capabilities, while ensuring that the basic requirements of a well-run organisation are not overlooked.
The Niche BE Standard for Service enables organisations to develop a customer-centric approach for high performance.
This is translated to enhanced market positioning, financials, customer satisfaction or other measurements of success. It
examines specific requirements within the seven categories of BE that highlight capabilities in service leadership and
service agility. It also examines how the organisation’s strategy, people, processes, and knowledge management can be
orientated to enhance customer delight and customer experience.
GETTING STARTED
• Assign an overall Management Representative (MR) for your organisation. He or she will be the primary
point-of contact between your organisation and the BE Secretariat.
• Assign Category Owners (COs) for each of the 7 categories. He or she will be in-charge of the respective
sub-categories and criteria statements.
DURING SELF-DIAGNOSIS
• For any/each of the 4 BE standards, select your self-diagnosis score from the dropdown box for each subcategory.
• See the tab ‘Scoring Rubric’ for more details on how to evaluate each category and sub-category.
• See the tab ‘Overview’ for an overall scoring of your self-diagnosis.
• See the ‘Resources & Downloads’ section below for additional notes on interpreting the relevant subcategories and criteria statemetns.
WHAT’S NEXT?
1. Attend a BE Briefing to learn more about the benefits of BE, application procedures for first-time
applications and renewal, as well as support and assistance schemes. Click to sign-up.
2. Does your organisation fulfil the SME criteria? Learn more about the Capability Development Grant Business Excellence (CDG-BE) to find out if you’re eligble for financial support.
3. Ready to apply for any of the various BE Certifications? Click to proceed to the online application portal.
RESOURCES & DOWNLOADS
1. The Business Excellence Framework (SQC)
2. The Business Excellence Communication Guide
3. The Public Sector Interpretation Guide
GETTING HELP
For more information on Business Excellence (BE), please refer to www.spring.gov.sg/be
For additional assistance, email us at [email protected]
v2.0 March 2017
dard. The SQC provides
ting, managing and engaging
pecific requirements within the
ow the organisation’s peoplerocesses and knowledge.
rnessing innovative ideas and
atisfaction or other measures of
gories of BE that highlight
tion are not overlooked.
approach for high performance.
her measurements of success. It
es in service leadership and
nowledge management can be
Sign-Up
Learn More
Apply
Download
Download
Download
Visit Site
Scoring Rubric
The Business Excellence (BE) Initiative provides organizations with a roadmap for excellence and helps them understan
to improve their performance. This is done through a thorough assessment of organisational performance based on the
internationally benchmarked BE Framework to obtain external perspectives and validation of the organization’s strengt
areas for improvement.
For Categories 1 – 6 (Leadership, Customers, Strategy, People, Processes & Knowledge)
Take the lower of the two Scores for Approach and Deployment.
BAND
LIMITED
FAIR
GOOD
Score
1% – 19%
20% – 39%
40% – 59%
Reactive and
undefined
Beginning of a
planned approach
Sound and aligned
with basic
organisational
needs
Approach
No planned review and refinement
Ongoing review and refinement
Not deployed
To few functional or To key functional or
operational areas
operational areas
Deployment
No planned review and refinement
Ongoing review and refinement
For Category 7 (Results)
Take the lower of the two Scores for Reporting of Results and Performance Levels.
BAND
Score
Reporting of
Results
Performance Levels
– Improvement Trends
– Comparative Info
LIMITED
FAIR
1% – 19%
20% – 39%
Not reported for all Reported for some
key areas
key area customer,
financial, people
and operational
requirements
GOOD
40% – 59%
Reported for most
key customer,
financial, people
and operational
requirements
Poor
Good in key areas
Good in few areas
Some comparisons
and benchmarking
h a roadmap for excellence and helps them understand how
ssessment of organisational performance based on the
erspectives and validation of the organization’s strengths and
ple, Processes & Knowledge)
VERY GOOD
EXCELLENT
60% – 79%
80% – 100%
Effective,
progressive and
well-integrated with
organisational
needs
Exceptional,
innovative and fullyintegrated with
organisational
needs and
recognised as best
practice in the field
Ongoing review and refinement
To most functional
or operational areas
and is consistently
practised
To all functional or
operational areas
and is consistently
practised
Ongoing review and refinement
formance Levels.
VERY GOOD
EXCELLENT
60% – 79%
80% – 100%
Results reported for all customer,
financial, people and operational
requirements
Good and sustained Excellent and
in most areas
sustained in all
areas
Favourable
comparisons and
Excellent
benchmarks in key comparisons and
areas relative to the benchmarks in most
industry
areas with evidence
of global best
practices
Singapore Quality Class (SQC)
Self-Diagnostic Tool (SDT)
Instructions
Key in your self-assessment score for each sub-category in the highlighted boxes below.
Refer to the ‘Scoring Rubric’ tab for more info on how to score each sub-category.
Results and overall scoring of the self-diagnosis can be found in the ‘Overview’ tab.
1. LEADERSHIP
1.1 Senior Leadership (50 points)
How senior leaders guide the organisation to achieve and sustain excellence
Describe how the organisation’s senior management:
a. Develops the organisation’s mission, vision and values, and communicates them to key stakeholders
b. Engages key stakeholders to drive the organisation’s performance
c. Acts as role models and grooms future leaders
1.2 Organisation Culture (40 points)
Describe how the organisation:
a. Develops a culture that supports the organisation’s mission, vision and values to drive growth
c. Embraces organisational change for sustainability
1.3 Corporate Governance and Social Responsibility (30 points)
Describe how the organisation:
a. Establishes a governance system to ensure accountability and transparency
b. Implements policies and involves stakeholders to contribute to the community and the environment
2. CUSTOMERS
2.1 Customer Requirements (30 points)
How current market and customer requirements are determined and future needs are anticipated
Describe how the organisation:
a. Segments markets and customers and understands their current and future requirements
b. Incorporates market and customer requirements into strategic plans
2.2 Customer Experience (40 points)
Describe how the organisation:
a. Incorporates customer expectations in designing touch points, products, processes and services
b. Ensures customer feedback is addressed and analysed
c. Provides ease of access for customers to seek assistance and information to enhance the customer experience
d. Sets performance standards at customer touch points to ensure consistent service delivery
2.3 Customer Satisfaction (30 points)
How the organisation determines and improves customer satisfaction
Describe how the organisation:
a. Determines and improves customer satisfaction for various customer segments
b. Determines current and future drivers of customer satisfaction
c. Incorporates customer insights and feedback into the strategic improvement plans
3. STRATEGY
3.1 Strategy Development (40 points)
How the organisation develops a strategy and determines strategic goals
Describe how the organisation:
a. Determines organisational challenges and anticipates external changes and risks
b. Develops long and short-term strategies to achieve organisational goals
c. Engages key stakeholders in the strategy development process
3.2 Strategy Implementation (40 points)
How strategies are translated into long- and short-term action plans
Describe how the organisation:
a. Develops and implements long- and short-term action plans
b. Manages organisational risks associated with plans
c. Allocates resources in a timely manner to achieve strategic goals
d. Engages key stakeholders in the strategy implementation process
e. Measures performance against plans and targets
4. PEOPLE
4.1 Human Resource Planning (30 points)
Describe how the organisation:
b. Establishes a recruitment and selection process to meet organisational needs
c. Identifies and grooms employees for high performance
4.2 Employee Learning and Development (20 points)
How the learning and development of employees result in higher productivity and personal growth
Describe how the organisation:
a. Engages employees to identify current and new competencies required to achieve organisational goals
b. Provides learning and development opportunities to employees to achieve organisational and personal growth
4.3 Employee Engagement and Well-Being (20 points)
Describe how the organisation:
a. Supports individual and team participation to achieve organisational goals
b. Develops a work environment that enhances employee health and well-being
c. Measures employee satisfaction, engagement and well-being
4.4 Employee Performance and Recognition (20 points)
Describe how the organisation:
a. Supports high performance, productive and innovative behaviours to achieve strategic goals
b. Reinforces desired behaviours and organisational values
c. Rewards and recognises employees to achieve organisational goals
5. PROCESSES
5.1 Innovation Capabilities (30 points)
Describe how the organisation:
a. Develops and implements innovative ideas to create value
5.2 Process Management (30 points)
How production, delivery and support processes for products and services are managed
Describe how the organisation:
a. Manages key and support processes to meet customer and operational requirements
b. Drives process improvement to enhance productivity and achieve higher organisational performance
c. Sustains key processes in times of emergencies to ensure business continuity
5.3 Supplier and Partner Management (30 points)
How key suppliers and partners for the production and delivery of products and services are managed
Describe how the organisation:
a. Identifies and manages key suppliers and partners to achieve organisational goals
b. Engages key suppliers and partners to co-create products and services
6. KNOWLEDGE
6.1 Knowledge Management (35 points)
How knowledge is generated from information collected, and used to create value for the organisation
Describe how the organisation:
a. Collects and manages information for strategy development, decision-making and organisational learning
b. Ensures the accuracy, accessibility and security of information
6.2 Analytics for Performance Management (35 points)
Describe how the organisation:
a. Leverages on knowledge and information to create new value
b. Uses comparative and benchmarking knowledge to improve performance
7. RESULTS
7.1 Customer Results (110 points)
Areas to address (include current levels and trends in key measures of these areas):
a. Customer satisfaction and experience
b. Product and service performance
Different market and customer segments should be addressed
7.2 Financial and Market Results (120 points)
Summarise the organisation’s key financial and marketplace performance results
Areas to address (include current levels and trends in key measures of these areas):
a. Financial performance, including financial results and economic value
b. Marketplace performance, including growth and market share, position and acceptance.
Competitors and industry standards should be considered
7.3 People Results (110 points)
Areas to address (include current levels and trends in key measures of these areas):
a. Human Resource Planning
b. Employee engagement and well-being
c. Employee learning and development
d. Employee performance and recognition
Different categories of employees should be addressed
7.4 Operational Results (110 points)
Areas to address (include current levels and trends in key measures of these areas):
a. Process performance
b. Suppliers and partners performance
c. Governance system and contribution to the community, society and the environment
Singapore Quality Class (SQC)
Self-Diagnostic Tool (SDT)
Instructions
Key in your self-assessment score for each sub-category in the highlighted boxes below.
Refer to the ‘Scoring Rubric’ tab for more info on how to score each sub-category.
Results and overall scoring of the self-diagnosis can be found in the ‘Overview’ tab.
1. LEADERSHIP
1.1 Senior Leadership (50 points)
How senior leaders guide the organisation to achieve and sustain excellence
Describe how the organisation’s senior management:
a. Develops the organisation’s mission, vision and values, and communicates them to key stakeholders
b. Engages key stakeholders to drive the organisation’s performance
c. Acts as role models and grooms future leaders
1.2 Organisation Culture (40 points)
How the organisation develops a culture that is consistent with its values, and encourages learning,
innovation as well as the achievement of strategic goals
Describe how the organisation:
a. Develops a culture that supports the organisation’s mission, vision and values to drive growth
b. Translates values into desired employee behaviours to enable innovation, learning and achieve the organisation’s
goals
c. Embraces organisational change for sustainability
1.3 Corporate Governance and Social Responsibility (30 points)
How the organisation maintains a governance system that practises good corporate citizenship,
protects the interests of stakeholders and fulfils its responsibility to the community and the
environment it operates in
Describe how the organisation:
a. Establishes a governance system to ensure accountability and transparency
b. Implements policies and involves stakeholders to contribute to the community and the environment
2. CUSTOMERS
2.1 Customer Requirements (30 points)
How current market and customer requirements are determined and future needs are anticipated
Describe how the organisation:
a. Segments markets and customers and understands their current and future requirements
b. Incorporates market and customer requirements into strategic plans
2.2 Customer Experience (40 points)
How the organisation engages customers to co-create products, services or experiences, improve
customer loyalty and enhance customer experiences
Describe how the organisation:
a. Incorporates customer expectations in designing touch points, products, processes and services
b. Ensures customer feedback is addressed and analysed
c. Provides ease of access for customers to seek assistance and information to enhance the customer experience
d. Sets performance standards at customer touch points to ensure consistent service delivery
2.3 Customer Satisfaction (30 points)
How the organisation determines and improves customer satisfaction
Describe how the organisation:
a. Determines and improves customer satisfaction for various customer segments
b. Determines current and future drivers of customer satisfaction
c. Incorporates customer insights and feedback into the strategic improvement plans
3. STRATEGY
3.1 Strategy Development (40 points)
How the organisation develops a strategy and determines strategic goals
Describe how the organisation:
a. Determines organisational challenges and anticipates external changes and risks
b. Develops long and short-term strategies to achieve organisational goals
c. Engages key stakeholders in the strategy development process
3.2 Strategy Implementation (40 points)
How strategies are translated into long- and short-term action plans
Describe how the organisation:
a. Develops and implements long- and short-term action plans
b. Manages organisational risks associated with plans
c. Allocates resources in a timely manner to achieve strategic goals
d. Engages key stakeholders in the strategy implementation process
e. Measures performance against plans and targets
4. PEOPLE
4.1 Human Resource Planning (30 points)
How the organisation develops HR plans to achieve strategic goals and ensures high performance of
employees
Describe how the organisation:
a. Anticipates HR needs and develops HR plans and policies which are aligned to strategic goals and organisational
values
b. Establishes a recruitment and selection process to meet organisational needs
c. Identifies and grooms employees for high performance
4.2 Employee Learning and Development (20 points)
How the learning and development of employees result in higher productivity and personal growth
Describe how the organisation:
a. Engages employees to identify current and new competencies required to achieve organisational goals
b. Provides learning and development opportunities to employees to achieve organisational and personal growth
4.3 Employee Engagement and Well-Being (20 points)
How the organisation engages employees, and enhances their well-being and satisfaction to improve
organisational health and performance
Describe how the organisation:
a. Supports individual and team participation to achieve organisational goals
b. Develops a work environment that enhances employee health and well-being
c. Measures employee satisfaction, engagement and well-being
4.4 Employee Performance and Recognition (20 points)
How the employee performance management and recognition systems encourage employees to
achieve high performance and productivity as well as cultivate work behaviours that support
innovation
Describe how the organisation:
a. Supports high performance, productive and innovative behaviours to achieve strategic goals
b. Reinforces desired behaviours and organisational values
c. Rewards and recognises employees to achieve organisational goals
5. PROCESSES
5.1 Innovation Capabilities (30 points)
How the organisation harnesses innovation to design new products and services as well as their related
production and delivery systems
Describe how the organisation:
a. Develops and implements innovative ideas to create value
b. Involves key stakeholders (e.g. customers, employees) in generating and implementing innovative ideas and
solutions
5.2 Process Management (30 points) …
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