Sample Key Themes For DQA
Sample Key Themes For DQA
Sample Key Themes For DQA
A.
A.1.
A.2.
A.3.
A.4.
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B.
B.2.
B.3.
B.4.
It is not clear how the applicant aligns its key approaches and processes to
achieve a systems perspective. Beginning deployment of approaches involving
the use of Dashboard measures, SMART I, the Continuous Improvement
Process (CIP), and the Excellence Criteria for Performance Excellence is
occurring to identify opportunities for improvement, and foundational pieces
such as the Strategic Planning Process, VOC Process, PMDP, and Service
Level Agreement Process are in place. Yet it is not clear how the applicant is
integrating these approaches so that they build on one another in support of
successful organizational performance.
B.5.
While the applicant relies heavily on outsourcing many of its key processes
through vendors, suppliers, and partners, there does not appear to be a
systematic approach to building relationships with these groups. Although these
groups have recently been included in the Strategic Planning Process,
communication with them regarding organizational performance, product and
service design, daily management of the key processes, and process
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C.
While the CIP is newly developed and deployed to some areas of the
organization, little evidence is provided to indicate systematic cycles of
improvement are used across the organization. For example, opportunities exist
for refined improvement cycles in processes associated with leadership,
customer and market focus, information and analysis, human resource focus,
and process management. Further, both the process for communicating
improvements and the ways in which the organization uses assessments
involving the Excellence Criteria for Performance Excellence are unclear.
C.2.
C.3.
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C.4.
Important results are not reported for many Items. These include Item 7.1
(customer satisfaction with convenience, accuracy, timeliness, and
knowledgeable associates; Dashboard results for customer complaint calls,
customer complaint visits, and customer turnover), Item 7.2 (the strategic
objective related to revenue, business area financial results, and marketplace
performance), Item 7.3 (the strategic objectives related to work system
performance as assessed through the Excellence Criteria, as well as bench
strength, diversity goals, and financial incentives tied to customer satisfaction),
and Item 7.4 (product and service performance; key business and support
processes; supplier, partner, and vendor results; the strategic objective related
to operational excellence as assessed through the Excellence Criteria; the
Dashboard results for fraud attempts; regulations, risk management, and
compliance; and citizenship). Since many of these missing results are linked to
strategic objectives and to Dashboard measures, the lack of results suggests
that the applicant is in the early stages of management by fact and of focusing
on results to create value for all stakeholders.
C.5.
C.6.
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