Organizational Assessment Reference Packet

Hello and welcome everyone,

As you all know, since the acquisition of Stile Windows & Doors, Formerly Lindal Building Products, we here Cherry Creek have been experiencing some growing pains. I think that

2016

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most of us are feeling overwhelmed and not set up for success. This is why Paul and Earl have asked me to complete an organizational assessment.

What this means is that I will be spending time in both factories, the showroom, and in the field with the install and sales teams. I will be observing and asking questions about the work you do, the way you do it, and what we can do to make it better.

As you look through this information packet you will see that I have outlined some of the typical processes organizations use to complete assessments. I have elected to utilize the LAI enterprise self-assessment tool, or LESAT, on page 7. I felt that this was the best option for us because our businesses are primarily focused on manufacturing. The LESAT, will help us to achieve “leanness”, that is to say, eliminate waste and improve workflow.

Furthermore, According to the LESAT facilitator’s guide, this “tool is designed to both measure the current state and envision a future state, which allows users to assess and prioritize gaps between the current state and a desired future state”. What this means is that that I will be measuring where we are, comparing it to where we want to be, and as a result we can determine how we are going to get there.

If you feel that another assessment might be better suited to our needs, I am happy to discuss it with you after the presentation.

 

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What is an Assessment?Organizational Assessment is a process by which, we as a team, will be examining and measuring various aspects of our organization. This assessment will allow us to reflect on processes and policies, and make informed decisions about what our areas for opportunity are. With this information we can implement best practices and improve performance, production, value and quality.

Why do we need an Assessment?According to Nathan Perkins and colleagues, Organizational Assessments provide us with the opportunity to gain crucial information concerning “areas for improvement and potential investment strategies for achieving performance benefits” (Perkins et al., 2010, pp.1). Essentially, an assessment allows us to look at our organization, determine problems and create solutions.

The acquisition of Stile Windows & Doors and the addition of new employees to Cherry Creek require us to adapt to our new environment, volume of work and shifting roles. We need to make improvements. If we stay the course, the chaos will continue. We need to define a clear direction. In order to create a true north within our organization, we need to evaluate our position, set achievable goals, and hold ourselves accountable for achieving those goals.

Who is involved in the Assessment?Everyone. Whether it was on an external, organizational, or personal level; everyone here has been negatively impacted by an experience at work. I am leading this assessment in order to pinpoint and correct these experiences so that they no longer occur within our organization. In order to achieve the greatest results and the most improvement, we will need every individual from every department to participate. Each

 

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person has an integral and unique position within our organization. Each person here is being asked to provide feedback based on his or her own unique experiences within and perspectives of the organization. Your participation is invaluable to the success of the assessment.

 

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Th e

Baldridge Award (Baldridge Award-2011-2012 Criteria Sec1:iv)

 

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(Baldridge Award-2011-2012 Criteria Sec2:50)

Good-To-Great Model

“Provides a business structure for other entities to follow in order to turn the tides for the better in their own business”

Stages of Good to great Model: Stage 1: Disciplined People

o Level 5 Leadership Stage 2 Disciplined Thought

o What you Can be the best in the world at

 

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o What you are deeply passionate abouto What best drives your economic resource engine

Stage 3: Disciplined Actiono Culture of disciplineo The Flywheelo The Doom Loop

Stage 4: Building Greatness to Lasto Clock Building, not time tellingo What we stand foro How we do things

(Collins, Jim. http://www.jimcollins.com/tools/diagnostic-tool.pdf. Pg 4)

 

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The Shingo Prize

 

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The LAI Enterprise Self Assessment Tool (LESAT)

 

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Why the LESAT? We have excellent leadership, but we need a direction.

The assessment can be completed internally.

We can complete the assessment as many times as we want and on as big of a scale that we want to. If we observe a bottleneck in the factory or the showroom, we can assess that one area and make adjustments as necessary.

 

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We can reevaluate and choose to change direction and pursue alternative future states