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Potential Useful Assessment Models for IBM

Angelina Spaulding
BIS 350: Organizational Assessment
College of Letters and Sciences
Arizona State University

Potential Useful Assessment Models for IBM

As a senior manager of the Z Mainframe Computer manufacturing plant, it is clear that
the organization understands the importance that quality and service have on the consumer's
perception of the brand. Having an awareness of the need to identify these two parameters,
and if cost is not a factor (Lusthaus, et al., 2002), in the routines and processes of the business,
it may be wise to utilize a combination of the following three assessment models: the LESAT
assessment (Massachusetts Institute of Technology, 2012), the Shingo prize (Shingo Institute,
2014) and the Baldrige award (National Institute of Standards and Technology).
The LESAT assessment model, out of the three noted, is arguably the most fitting to use
when analyzing the manufacturing dimensions of IBM. The LESAT assessment tool had
originally been designed to identify areas of success and opportunity for the Toyota production
systems, and can be considered just as useful for the manufacturing systems of IBM (Perkins,
et al., 2010). This tool can also be useful, because it helps to recognize current deficiencies in
the manufacturing systems and ways those misses can be transformed to a desired future state
(Massachusetts Institute of Technology, 2012). The ability for the LESAT to identify a broad
scope of capabilities can be considered useful when assessing points to help streamline
practices to meet quality and service standards.
The Shingo Prize is another option that can be considered a useful tool for the
manufacturing plant. The Shingo Prize, like the LESAT, is designed to identify premium
manufacturing practices (Perkins et al., 2010). In addition, the Shingo Prize is a more holistic
award, then the LESAT, as it focuses on organizational culture as a measurable factor in
regards to performance (Shingo Institute, 2014). Enhancing quality and service at the
manufacturing plant can likely be helpful through the perspective of the Shingo Prize as it
implements a technical and non-technical perspective to overall performance drivers.
Finally, the Baldrige award could also be considered a useful assessment model at the
computer manufacturing plant. The Baldrige award has a very straightforward set of criteria that

can be easily administered in many settings. This model can help identify a wide range of
performance areas, as well as, provide detailed action items with corresponding responsible
parties to execute those actions to help identify the transformation processes (Perkins et al.,
2010). The Baldrige awards straightforward approach can be very helpful in a manufacturing
setting such as IBMs computer plant.
The LESAT assessment, the Shingo Prize and the Baldrige award can all be considered
effective tools when identifying quality and service performance levels at a manufacturing plant.
These three models all originally were designed to meld with manufacturing firms, however
these assessment can be used within any industry. When reviewing the Z Mainframe computer
manufacturing plant from the perspective of a senior manager for IBM the LESAT assessment,
the Shingo Prize, and the Baldrige award can all be considered acceptable instruments to help
facilitate performance awareness.

Lusthaus, C., Adrien, M., & Anderson, G. (2002). Methodological issues in organizational
assessment. In Organizational Assessment : A Framework for Improving Performance
(pp. 131- 155) [E-book]. Ottawa, ON, CAN: IDRC Books. Retrieved from
National Institute of Standards and Technology. (n.d.). 2011-2012 Criteria for performance
excellence. Washington, DC: Baldrige Performance Excellence Program
Shingo Institute. (2014). Assessment Criteria. Retrieved from
Massachusetts Institute of Technology. (2012, Feb.). LAI enterprise self-assessment tool
(least) version 2.0 facilitators guide. Retreived from
Perkins, N., Valerdi, R. Nightingale, D. & Rifkin, S. (2010). Organizational assessment
models for enterprise transformation [Government Report]. Retireved from