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Mathematical equation and differential equation
Criteria for Performance Excellence
December 15, 2020
How to Write a complete Swift app
December 18, 2020
Team Member Name(s): ___________________________________
____________________________________________________
Purely mathematical equation and related to differentilal equation.
The Question should be based upon purely mathematics also I would more appreciate your question if it is related to electric circiuts.Also you should be patiently wait for your answer as I am also a student I had also alot of work.I will try my best to answer your question.The Differentila equation which I will work are the 1st order ode,equation,second order ode.Laplace equation using in ode.Exact ode,Bernoulli ode.and some others related like these.
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Criteria for Performance Excellence
Self Assessment Score Sheet
Explanation of self-scoring:
The self-assessment tool details key criteria of performance excellence for an organization or work unit. .The criteria and scoring are adapted from the 2009-2010 Baldrige Criteria for Performance Excellence.
Using a combination of available resources, consider whether the criteria are evident in the organization you have selected for an analysis. Are the criteria evident throughout the organization, in most areas, in a few areas, or not at all? Circle the appropriate response for each criterion. When you have completed the entire assessment, sum up the scores for each section and enter into the “point subtotals” column. On the last page transfer the subtotals to obtain an overall grand total.
Organization or Work Unit Name:__Jacobs Engineering___________________
| Assessment Category | Non- existent | Evident in some areas | Evident in most areas | Evident through-out | Point subtotals | ||
|
1.0 Leadership: Examines how the organization’s leaderspersonal actions guide and sustain the organization, Also examined are the organization’s governance system and how the organization fulfills its legal, ethical, and societal responsibilities and supports its key communities.
|
|||||||
| 1.1 Senior Leadership (70 pts) | a. Vision, Values, and Mission | ||||||
| 1. Leaders set organizational vision and values | 0 | 4 | 9 | 14 | 14 | ||
| 2. Leaders promote an environment that fosters legal and ethical behavior | 0 | 4 | 9 | 14 | 14 | ||
| 3. Leaders take actions to develop future leaders and a sustainable organization | 0 | 4 | 9 | 14 | 9 | ||
| b. Communication and Organizational Performance | |||||||
| 1. Leaders communicate and engage the entire workforce | 0 | 4 | 9 | 14 | 9 | ||
| 2. Leaders focus on actions to accomplish the organization’s objectives | 0 | 4 | 9 | 14 | 14 | ||
| 1.2 Governance and Societal Responsibilities (50pts) | a. Organizational Governance | ||||||
| 1. Leaders aretransparent and accountable for actions | 0 | 3 | 7 | 8 | 7 | ||
| 2. Leader performance is evaluated appropriately | 0 | 3 | 7 | 8 | 8 | ||
| b. Legal and Ethical Behavior | |||||||
| 1. Leaders address adverse impacts of products and operations | 0 | 3 | 6 | 9 | 9 | ||
| 2. Leaders monitor legal and ethical behavior | 0 | 3 | 6 | 9 | 6 | ||
| c. Societal Responsibilities | |||||||
| 1. Leaders consider societal well-being as part of daily operations | 0 | 3 | 6 | 8 | 6 | ||
| 2.Leaders actively support and strengthen key communities | 0 | 3 | 6 | 8 | 8 | ||
| Subtotal 1.0 | 104 | ||||||
Please list at least one action step that could be taken to improve the organization’s performance in the Leadership category:
Since the company is so large, it is hard for the leaders to communicate with the workforce. To help fix this, the company could provide more leadership opportunities to help connect the general workforce and the leaders.
| Assessment Category | Non- existent | Evident in some areas | Evident in most areas | Evident through-out | Point subtotals | ||
|
2.0 Strategic Planning: Examines how an organization strategic objectives and action plans are developed deployed and progress measured.
|
|||||||
| 2.1 Strategy
Development (40 pts) |
a. Strategy Development
Process |
||||||
| 1. A strategic planning
process is employed |
0 | 4 | 7 | 10 | 7
|
||
| 2. Key factors are identified and analyzed | 0 | 4 | 7 | 10 | 7 | ||
| b. Strategic Objectives | |||||||
| 1. Strategic objectives are identified | 0 | 4 | 7 | 10 | 10 | ||
| 2. Strategic objectives address strategic challenges. | 0 | 4 | 7 | 10 | 7 | ||
| 2.2 Strategy
Deployment (45pts) |
a. Action Plan
Development and Deployment |
||||||
| 1. Key short and longer-term action plans are identified | 0 | 2 | 5 | 7 | 7 | ||
| 2. Key action plans are deployed throughout the organization | 0 | 2 | 4 | 6 | 6 | ||
| 3. Financial and other resources are available | 0 | 2 | 4 | 6 | 6 | ||
| 4. Action plans may be modified if circumstances change | 0 | 2 | 4 | 6 | 4 | ||
| 5. Key human resource plans are identified | 0 | 2 | 5 | 7 | 5 | ||
| 6. Key performance measures or indicators are identified | 2 | 4 | 6 | 4 | |||
| b. Performance
Projection |
|||||||
| 1. Key performance
projections are developed for short and longer-term plans |
0 | 2 | 5 | 7 | 7 | ||
| Subtotal 2.0 | 70 | ||||||
Please list at least one action step that could be taken to improve the organization’s performance in the Strategic Planning category:
The company could change how they handle unexpected circumsances.
| Assessment Category | Non- existent | Evident in some areas | Evident in most areas | Evident through-out | Point subtotals | ||
|
3.0 Customer Focus: Examines how an organization engages its customers and stakeholders for long-term success and uses information to improve and innovate.
|
|||||||
| 3.1 Customer Engagement (40pts) | a. Product Offerings and Customer Support | ||||||
| 1. Product offerings in need of improvement or innovation are identified | 0 | 2 | 4 | 7 | 4 | ||
| 2. Mechanisms to support customers seeking information are in place | 0 | 2 | 4 | 7 | 7 | ||
| 3. Customer support provided | 0 | 2 | 4 | 7 | 7 | ||
| b. Building a Customer Culture | |||||||
| 1. A culture exists that provides positive customer experiences | 0 | 2 | 4 | 7 | 4 | ||
| 2. Positive relationships with customers are built | 0 | 2 | 4 | 6 | 4 | ||
| 3. Approaches to stay current and aligned with business needs and directions are maintained | 0 | 2 | 4 | 6 | 6 | ||
| 3.2 Voice of the Customer (45pts) | a. Customer Listening | ||||||
| 1. Customer feedback is solicited for improvement actions | 0
|
1 | 3 | 5 | 5 | ||
| 2. Feedback regarding competitors’ customers is solicited for improvement actions | 0 | 1 | 3 | 4 | 3 | ||
| 3. A complaint
management process is in place |
0 | 1 | 3 | 4 | 4 | ||
| b. Customer Satisfaction | |||||||
| 1. Customer satisfaction is measured | 0 | 1 | 3 | 5 | 5 | ||
| 2. Customer satisfaction relative to competitors is measured | 0 | 1 | 3 | 4 | 4 | ||
| 3. Customer dissatisfaction is measured and used for improvement initiatives | 0 | 1 | 3 | 5 | 3 | ||
| c. Analysis and Use of Customer Data | |||||||
| 1. information is used to identify market segments | 0 | 1 | 3 | 5 | 5 | ||
| 2. Information is used to identify key customer requirements | 0 | 1 | 3 | 4 | 4 | ||
| 3. Informationis used to identify opportunities for innovation | 0 | 1 | 3 | 5 | 5 | ||
| 4. Data approaches are aligned with business needs | 0 | 1 | 3 | 4 | 4 | ||
| Subtotal 3.0 | 74 | ||||||
Please list at least one action step that could be taken to improve the organization’s performance in the Customer Focus category:
Jacobs could share how they handle circumstances that make customers dissatisfied.
| Assessment Category | Non- existent | Evident in some areas | Evident in most areas | Evident through-out | Point subtotals | ||
|
4.0 Measurement, Analysis, and Knowledge Management: Examines an organization’s performance measurement system and how it analyzes performance data and information
|
|||||||
| 4.1 Measurement of
Organizational Performance (45pts) |
a. Performance Measurement | ||||||
| 1. Tracks daily operations including progress relative to strategic objectives | 0 | 3 | 6 | 9 | 6 | ||
| 2. Uses key comparative data to support operational and strategic decision making | 0 | 3 | 6 | 9 | 9 | ||
| 3. Keeps measurement systems aligned with business needs | 0 | 3 | 6 | 9 | 6 | ||
| b. Performance Analysis – Reviews and assesses performance and capabilities relative to strategic objectives | 0 | 3 | 6 | 9 | 6 | ||
| c. Performance Improvement – Translates performance review findings into priorities for continuous improvement and innovation | 0 | 3 | 6 | 9 | 9 | ||
| 4.2 Management ofInformation, Knowledge, and Information Technology (45pts) | a. Data, Information, and Knowledge Management | ||||||
| 1. Ensures that data is accurate, reliable, timely, and secure | 0 | 3 | 5 | 8 | 8 | ||
| 2. Data is made available to appropriate people | 0 | 3 | 5 | 7 | 5 | ||
| 3. Organizational knowledge and best practices are collected and transferred | 0 | 3 | 5 | 8 | 5 | ||
| b. Management of Information Resources and Technology | |||||||
| 1. Hardware and software are reliable, secure, and user-friendly | 0 | 3 | 5 | 8 | 8 | ||
| 2. Business continuity plans are in place in case of emergencies | 0 | 3 | 5 | 7 | 7 | ||
| 3. Hardware and software systems are current with business needs
|
0 | 3 | 5 | 7 | 7 | ||
| Subtotal 4.0 | 76 | ||||||
Please list at least one action step that could be taken to improve the organization’s performance in the Measurement, Analysis, and Knowledge Management category:
The company is very large so getting daily data is hard but the company could try harder to provide this data.
| Assessment Category | Non- existent | Evident in some areas | Evident in most areas | Evident through-out | Point subtotals | |
| 5.0 Workforce Focus: Examines how an organization engages, manages, and develops its workforce to utilize its full potential in alignment with its overall mission, strategy, and action plans. | ||||||
| 5.1 Workforce Engagement (45 pts) | a. Workforce Enrichment | |||||
| 1. Key factors that affect the workforce engagement have been identified | 0 | 2 | 3 | 5 | 2 | |
| 2. The organizational culture supports open communication | 0 | 2 | 3 | 5 | 2 | |
| 3. A workforce performance system is in place that supports high-performance | 0 | 2 | 3 | 5 | 3 | |
| b.Workforce and Leader Development | ||||||
| 1. A learning system is in place that provides development opportunities including: education, training, coaching, mentoring, and sharing work-related experiences | 0 | 2 | 3 | 5 | 3 | |
| 2. The learning and development system addresses transfer of knowledge from departing or retiring workers | 0 | 2 | 3 | 5 | 5 | |
| 3. The effectiveness of the learning and development system is evaluated | 0 | 2 | 3 | 5 | 5 | |
| 4. An effective career progression and leadership succession plan are in place | 0 | 2 | 3 | 5 | 3 | |
| c. Assessment of Workforce | ||||||
| 1. Formal and informal methods are in place to measure workforce satisfaction and work climate | 0 | 2 | 3 | 5 | 5 | |
| 2. Assessments of workforce are aligned with improvement initiatives | 0 | 2 | 3 | 5 | 3 | |
| 5.2 Workforce Environment (40 pts) | a. Workforce Capability and Capacity | |||||
| 1. Workforce skills, competencies, and staffing levels are assessed | 0 | 2 | 4 | 7 | 4 | |
| 2. Processes are in place to recruit, hire, place and retrain new members of the workforce | 0 | 2 | 4 | 7 | 7 | |
| 3. The workforce is effectively organized and managed to address business needs | 0 | 2 | 4 | 6 | 6 | |
| 4. The workforce is prepared and flexible to address changing capability and capacity needs | 0 | 2 | 4 | 6 | 6 | |
| b. Workforce Climate | ||||||
| 1. Environmental factors including workforce health, safety, and security are measured | 0 | 2 | 4 | 7 | 4 | |
| 2. Workforce policies, services, and benefits are tailored to the needs of a diverse workforce | 0 | 2 | 4 | 7 | 7 | |
| Subtotal 5.0 | 65 | |||||
Please list at least one action step that could be taken to improve the organization’s performance in the Workforce Focus category:
Employee inclusion could be improved to increase production and satisfaction.
| Assessment Category | Non- existent | Evident in some areas | Evident in most areas | Evident through-out | Point subtotals | |
|
6.0 Process Management: Examines the key aspects of an organization’s work systems including design, management, improvement and readiness in case of emergencies in order to deliver customer value and achieve organizational success. |
||||||
| 6.1 Work Systems(35 pts) | a. Work Systems Design | |||||
| 1. Overall work systems are designed efficiently | 0 | 2 | 4 | 7 | 7 | |
| 2. Work systems capitalize on the core competencies of the workforce | 0 | 2 | 4 | 7 | 7 | |
| b. Key Work Processes | ||||||
| 1. Key work processes contribute to profitably delivering customer value | 0 | 2 | 4 | 7 | 4 | |
| 2. Input for key work processes is solicited from customers, suppliers, and collaborators, as appropriate | 0 | 2 | 4 | 7 | 4 | |
| c. Emergency Readiness – disaster and emergency preparedness systems are in place that consider prevention, management and continuity of operations | 0 | 2 | 4 | 7 | 7 | |
| 6.2 Work Processes
(50 pts) |
a. Work Process Design – work processes are designed to meet all key requirements | 0 | 4 | 8 | 13 | 13 |
| b. Work Process Mgmt. | ||||||
| 1. Day-to-day operations and work processes are managed to ensure that they meet all key requirements | 0 | 4 | 8 | 12 | 8 | |
| 2. The costs of work processes and productivity losses are controlled and minimized | 0 | 4 | 8 | 12 | 12 | |
| c. Work Process Improvement – systematic methods of evaluating and improving processes are in place | 0 | 4 | 8 | 13 | 13 | |
| Subtotal 6.0 | 75 | |||||
Please list at least one action step that could be taken to improve the organization’s performance in the Process Management category:
While the company keeps track of day-to-day operations, the lower level employees do not really care how the company functions on a day-to-day basis.
| Assessment Category | Non- existent | Evident in some areas | Evident in most areas | Evident through-out | Point subtotals | ||
| 7.0 Results: Examines an organization’s performance and improvement in key areas–product outcomes, customer–focused outcomes. Financial and market outcomes, workforce-focused outcomes, process effectiveness outcomes, and leadership outcomes. Performance levels are examined relative to those of competitors and other organizations with similar offerings. | |||||||
| 7.1 Product Outcomes (100 pts) | a. Product Results – key product results are summarized and segmented by customer groups, market segments and compared with the performance of competitors with similar offerings | 0 | 33 | 66 | 100 | 100 | |
| 7.2 Customer Focused Outcomes (70 pts) | a. Customer Focused Results | ||||||
| 1. Current customer satisfaction and dissatisfaction is measured and results compared with competitors | 0 | 12 | 24 | 35 | 24 | ||
| 2. Current customer
engagement is measured and results compared with competitors |
0 | 12 | 24 | 35 | 24 | ||
| 7.3 Financial and Market Outcomes (70 pts) | a. Financial and Market Results | ||||||
| 1. Current financial
performance is measured and compared with budgetary forecasts |
0 | 12 | 24 | 35 | 35 | ||
| 2. Current marketplace performance including market share, growth, and new products / markets are measured | 0 | 12 | 24 | 35 | 24 | ||
| 7.4 Workforce-Focused Outcomes (70 pts) | a. Workforce Results | ||||||
| 1. Current levels of employee satisfaction are measured | 0 | 6 | 12 | 18 | 18 | ||
| 2. Current workforce and leader development is measured | 0 | 6 | 12 | 17 | 17 | ||
| 3. Current workforce and staff capability and trends are measured | 0 | 6 | 12 | 18 | 18 | ||
| 4. Current workforce climate including health, safety, are benefit trends are measured | 0 | 6 | 12 | 17 | 12 | ||
| 7.5 Process Effectiveness Outcomes (70 pts) | a. Process Effectiveness Results | ||||||
| 1. Current operational work systems and emergency preparedness are measured | 0 | 12 | 24 | 35 | 24 | ||
| 2. Current key work processes including productivity, efficiency, and innovation are measured | 0 | 12 | 24 | 35 | 24 | ||
| 7.6 Leadership Outcomes
(70pts) |
a. Leadership and Societal Responsibility Results | ||||||
| 1. Accomplishment of organizational strategy is measured against plans | 0 | 5 | 10 | 14 | 14 | ||
| 2. Fiscal accountability and governance are monitored and reported | 0 | 5 | 10 | 14 | 14 | ||
| 3. Regulatory and legal compliance are monitored and reported | 0 | 5 | 10 | 14 | 10 | ||
| 4. Ethical behavior of leaders and governance of the organization are monitored and reported | 0 | 5 | 10 | 14 | 14 | ||
| 5. Fulfillment of theorganization’s societal responsibilities and support for communities are monitored and reported | 0 | 5 | 10 | 14 | 14 | ||
| Subtotal 7.0 | 387 | ||||||
Please list at least one action step that could be taken to improve the organization’s performance in the Results category:
Work performances could be updated more frequently on some projects.
| Criteria for Performance Excellence (Points)
1.0 Leadership (120 pts) ………………………………………………………….
2.0 Strategic Planning (85 pts) …………………………………………………..
3.0 Customer Focus (85 pts) …………………………………………………….
4.0 Measurement, Analysis, and Knowledge Management (90 pts) …..……..
5.0 Workforce Focus (85 pts) …………………………………………….
6.0 Process Management (85 pts) ………………………………………………..
7.0 Results (450 pts) ……………………………………………………
GRAND TOTAL (1000 pts) ……………………………………………………..
|
Sub-Total Ratings
851_____ |
Comments / Action Planning – Please summarize the action steps that could be taken to improve the organization’s performance related to the seven categories and criteria for performance excellence:
Since the company is so large, they should focus more on individuals and smaller components. By doing this, the lower level workers would feel more involved which would increase their production.
choose two more companies and fill this first form then do a PowerPoint
As a team, you will be required to prepare an analysis of an organization including three to five primary competitors to that organization in the industry you select. The analysis and oral presentation are worth 100 points. While it is preferred that the industry and organization selected be of a technical or engineering nature, it is not required. However, for information gathering purposes the organization should be one that is publicly traded. At minimum, your analysis and reporting should include the following:1. A description of the organization and the industry within which the organization primarily conducts business.2. A description and analysis of the selected organization’s performance using the Baldrige criteria for performance excellence: Leadership, Strategic Planning, Customer and Market Focus, Measurement and Analysis, Workforce / HR Focus, Operations Focus, Business Results.3. A competitive analysis of the three to five primary competitors to the selected organization based at minimum upon the factors identified in item two above, that considers other current or potential indirect competitors.4. A comprehensive financial analysis of the selected organization and the three to five primary competitors.5. A description of the importance of leadership to the success of the selected organization.6. Recommendations on why you would invest or purchase the stock of the selected organization based upon your analysis and findings.7. Submission of the analysis (PP slides).8. Ten minute formal presentation (digital recording via a method of your choice, or narrated PP slides) to the club (ENGR 409 classmates) for consideration.- [ ]When doing presentation write under it what we need to say
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You fill all the paper instructions in the order form. Make sure you include all the helpful materials so that our academic writers can deliver the perfect paper. It will also help to eliminate unnecessary revisions.
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Proceed to pay for the paper so that it can be assigned to one of our expert academic writers. The paper subject is matched with the writer’s area of specialization.
3. Track the progress
You communicate with the writer and know about the progress of the paper. The client can ask the writer for drafts of the paper. The client can upload extra material and include additional instructions from the lecturer. Receive a paper.
4. Download the paper
The paper is sent to your email and uploaded to your personal account. You also get a plagiarism report attached to your paper.
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Are you busy and do not have time to handle your assignment? Are you scared that your paper will not make the grade? Do you have responsibilities that may hinder you from turning in your assignment on time? Are you tired and can barely handle your assignment? Are your grades inconsistent?
Whichever your reason may is, it is valid! You can get professional academic help from our service at affordable rates. We have a team of professional academic writers who can handle all your assignments.
Our essay writers are graduates with diplomas, bachelor's, masters, Ph.D., and doctorate degrees in various subjects. The minimum requirement to be an essay writer with our essay writing service is to have a college diploma. When assigning your order, we match the paper subject with the area of specialization of the writer.
Why Choose Our Academic Writing Service?
- Plagiarism free papers
- Timely delivery
- Any deadline
- Skilled, Experienced Native English Writers
- Subject-relevant academic writer
- Adherence to paper instructions
- Ability to tackle bulk assignments
- Reasonable prices
- 24/7 Customer Support
- Get superb grades consistently
How It Works
1. Place an order
You fill all the paper instructions in the order form. Make sure you include all the helpful materials so that our academic writers can deliver the perfect paper. It will also help to eliminate unnecessary revisions.
2. Pay for the order
Proceed to pay for the paper so that it can be assigned to one of our expert academic writers. The paper subject is matched with the writer’s area of specialization.
3. Track the progress
You communicate with the writer and know about the progress of the paper. The client can ask the writer for drafts of the paper. The client can upload extra material and include additional instructions from the lecturer. Receive a paper.
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The paper is sent to your email and uploaded to your personal account. You also get a plagiarism report attached to your paper.
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