Where is your business, organization or institution AT ?  Healthwise, Directionwise & Growthwise?

I.  Mission and Vision Statement (3-4 min)

1. Enter your Organization's name in the space provided below.

    

2. If you wish to self-identify, please select any of the following options that may apply to your organization (HUD address locator):

   Empowerment Zone Resident   Renewal Zone Resident  Black, Latino or Asian Operated/Owned
   

3. Please type your organization's Mission statement below. (Click here for examples from each sector: non-profit, edu & for-profit).

    

4. Please type your organization's Vision statement below. (Click here for examples from each sector: Non-profit, Edu & For-profit)

   II.  High Level Organizational Process Map (5-10 min)

     Consider this picture of Suppliers, Inputs, Processes, Outputs and Customers:.  From the most complicated service transactions to the most generic of production lines, any organization can fit it's most client-critical processes into this model. 

Picture your organization's day-to-day processes.  Does your organization take certain Inputs and add-value to them and turn them into outputs or outcomes?  Let's shape this picture in questions 5 through 9.  For useful examples from other organizations similar to yours, click on blue-letter links for 'non-profit' (np), 'educational' (edu), and 'for-profit' (fp) sectors at each step along the way.

5. Who Supplies your organization with the transactions, people, information or materials/equipment, necessary for day-to-day activities?  np  |  edu  |  fp

    

6. What Inputs (materials, people, equipment, info) are supplied to the organization that it processes in it's day-to-day activities?  np  |  edu  |  fp

    

7. What major day-to-day activities take place in your organization to change, modify or add-value to those inputs (what Process activities do you undertake day-to-day)? np  |  edu  |  fp

    

8. What is the actual service Outcome or product (Output) that results from each of those activities?  np  |  edu  |  fp

9. This outcome/output is consumed by, or delivered to, whom (Customer)?  np  |  edu  |  fp

    

10. How many paid staff work for the organization in the processes listed (in #7) above?

    Zero 1-5 6-15 26-50 more than 50
    

11. Enter the average number of hours these team members work per week in the space provided below:

     

12. How many volunteers work for the organization (again, involved in processes in #7 only)?

    Zero 1-5 6-15 26-50 more than 50
    

13. Enter the average number of hours these team members work per week in the space provided below:

     

14. What is the yearly cost of running the organization?  This is a rough annual operating budget figure (or grant, or revenue figure) that supports the processes outlined above (#7).  This figure represents the top to bottom Organization Costs, i.e. cost of doing all the things the organization does):

    Less than $8,000 $8,000 to $20,000 $21,000 to $50,000  $51,000 to $100,000 $101,000 to $200,000 Greater than $200,000
    

15. Next, we will break up the Organization Costs figure to determine the Cost of Poor Quality (COPQ).

    a. Prevention costs (i.e. costs that you plan ahead of time to prevent re-work & mistakes from happening in day-to-day activities; costs like staff training) represent:

             Zero% 1-5% 6-15% 16-30% 31% to 50% More than 50%   ...of the yearly cost of running the organization.

    b. Detection costs (i.e. costs of inspecting and detecting potential mistakes in the design, set-up, completion or delivery of the service or product) represent:

             Zero% 1-5% 6-15% 16-30% 31% to 50% More than 50%   ...of the yearly cost of running the organization.

    
    c. Internal costs (i.e. unplanned costs of having to repeat, fix or replace an inaccurate, incomplete or untimely service or product just before it has left (been delivered from) the organization's process) represent:

             Zero% 1-5% 6-15% 16-30% 31% to 50% More than 50%    ...of the yearly cost of running the organization.

    
    d. External costs (i.e. unplanned costs after service or production is completed, like complaint administration, replacements, or re-dos/re-calls/re-work) represent:

             Zero% 1-5% 6-15% 16-30% 31% to 50% More than 50%    ...of the yearly cost of running the organization.
    

16. Enter your Customer's primary concern regarding your organization in the space provided below (i.e. the parties that receive the benefit from your work).

     

17. Enter Your primary concern for your organization in the space provided below.

    
    

18. Which area of your day-to-day efforts do you think has the best opportunity for collecting data that might measure quality from the viewpoint of the customer?

    III.  Contact Information (< min)

     

19. Please provide the following contact information:

    Name:
    Secondary Contact:
    Work Phone
    E-mail:
    URL:

Thank you for completing this organization self-assessment form.  After clicking the submit button below, our office will translate your organization's information into a Free Opportunity Report.  This is a high level sample of potential improvement opportunities for your organization.  It can provide insight concerning mission delivery and/or savings in time, effort, resources and costs.  We will touch base with you shortly to discuss the value of putting a continuous improvement framework in place.

You have done a lot of work and given a lot of thought to the operations of your organization.  When you submit your information, a form will confirm your data entry*.

*All information submitted is held strictly confidential.  Please see our privacy statement.