Malcolm Baldrige National Quality Award - American Society for ...

A draft of the overall budget is developed by the VPLT.
(Mar-Apr) A comprehensive review of the SID is conducted
by the VPLT and SCF BOD. This is another way the process
identifies potential blind spots. The purpose of the review is to
consider all information that may impact SCF’s current SP,
which includes CO and CI, executive sponsors and measures.
CO and CI are affirmed or revised accordingly. Members of
the VPLT are identified as executive sponsors of CO.
Executive sponsors oversee the development of CO measures.
(May-Jul) The executive sponsor identifies an owner from
division leadership to be responsible for overseeing CI,
including defining appropriate measures for each CI. Changes
made to the strategic plan, including changes in resources, are
communicated by the VPLT through the Functional
ACT
PLAN
STUDY
DO
Committee Structure [Fig. 1.1-2] and AAPT. CO and CI
measures are reviewed by the appropriate committees. CI are
linked to CO and recorded in AAPT. This triggers a cascade
of annual planning activity at all planning levels (division,
department and committee). All planning levels review the
approved SID, current AP and any changes to the SP. AP are
developed for the upcoming fiscal year [2.2a(2)]. Divisions
work directly with finance managers to draft budgets.
(Aug - Sep) Completed AP are reviewed and approved by
leadership as defined in each AP approval chain. This is a way
the process identifies potential blind spots. The VPLT reviews
and approves the measures for CO and CI and selects which of
the CO and CI measures are included in the BSC [4.1a(1)].
SCF’s budget is reviewed and approved by the BOD.
(Oct - Dec) Approved AP are reviewed and employee PDP
are developed [5.1a(3)]. All of the resources (SP, CAP,
AAPT, SID) used in the SPC are accessible by all employees
via the intranet. This is another way the process identifies
potential blind spots.
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Planning horizons: SCF leadership recognizes that the
market is dynamic, and demand and resources are difficult to
forecast with precision beyond three years. SCF leadership
defines a rolling three years as its longer-term planning
horizon. The changes made following the review of the SID
by the VPLT and BOD, set SCF’s strategic direction for the
upcoming three fiscal years. This provides adequate time for
anticipating significant capital commitments, market changes,
and technological advancements. One year is the defined
shorter-term horizon and provides adequate time for
achievement of corresponding shorter-term goals and action
plans.
2.1a(2) Strategy Considerations: Data on key elements are
collected and analyses occur with appropriate committees of
the FCS [Fig. 2.1-2]. A summary of the analyses of key
elements are included in the SID. Revisions to CO and CI
incorporate strategic considerations included in the SID.
Review of the final SID starts planning activity at most levels
including SCF BOD, VPLT, division and department,
resulting in AP.