ANAN UNIVERSITY

MSc CLASS
COURSE: DATA ANALYTICS FOR ACCOUNTING
ASSIGNMENT 2 - MANAGERIAL ANALYTICS
DUE DATE: FEBRUARY 17TH, 2022
Submission should be done electronically to ananwkc@gmail.com

Case study
You have been appointed as the Corporate Financial Manager of WKC Ltd; a company
that has been in business for the past five years. The Management has contemplated the
effectiveness and efficiency of operations of the company and has engaged you to carry
out a performance and wellness analysis of the company. On acceptance of the offer, you
were able to gather the following information/evaluation tool, as regards the analysis of the
activities of the company:

1. LEADERSHIP
1.01 To what extent is senior level management involved in
company's quality improvement efforts?. This includes planning,
communicating, measuring, changing, mentoring, etc.

1.02 Is senior level management integrating the values of quality into

everything they say and do, internally and externally?

1.03 Is senior level management effectively communicating the

company's focus on customer and quality to all levels within
the organization?

1.04 How effective is senior management in developing and reviewing

their own leadership skills and abilities, learning to become more
personally involved within the organization?

1.05 Do you have specific guidelines and standards for holding

managers accountable for quality, including supervisors and
others, designed for different levels and functions within the company?

1.06 A focus on the customer and quality are effectively communicated to

all employees within the company.

1.07 Employees have regular training and support to reduce errors and
improve quality, including comparisons to planned improvements.
 1.08 How effective are managers and supervisors at reinforcing the customer
focus and quality values amongst employees? Are managers and
supervisors evaluated on this reinforcement?

1.09 The organization has strongly integrated ethics, public responsibility,

environmental protection, and safety into its business practices.

1.10 The organization plans ahead to consider the reaction and impact a
product or service may have on the local community, environment, and
human safety.

1.11 The organization is considered a leading corporate citizen within its

local community.

1.12 Does the organization have evidence, such as trend data, to clearly show
that it is addressing social issues and is actively involved in community
services, education, environmental protection, health care, and other
public quality programs?

2. INFORMATION & ANALYSIS

2.01 Does the organization measure data related to customers, products,
supplier performance, financial performance, and employee performance?
Is this data useful and understandable to decision makers?

2.02 How reliable is data to the decision maker and is this data distributed to
decision makers on a timely basis?

2.03 How do you evaluate and improve data management practices, such as
shortening the process cycle and transforming data into useful information?

2.04 Does your organization use external benchmarks and competitive data to
drive improvements, operating performance, and planning?

2.05 How extensive is the competitive benchmarking data?

2.06 Is the organization using benchmarking to improve critical processes,

create innovation, and reach planned targets?

2.07 Does the organization evaluate and revise the scope and accuracy of its
benchmarking data to improve planning and improve performance?

2.08 Does the organization systematically analyze data for determining

 customer trends, problems, new opportunities, and areas for improvement?

2.09 Is there a continuous process of improving data collection and

analysis, such as shortening the cycle time, making people more
productive with better information, and providing easy access.

2.10 Does the organization collect key cost, financial, operating, and other
data, translating it into useful information for employees and other
decision makers, supporting both operating and long-term planning
decisions?

2.11 How does the organization reduce cycle times and improve the
integrity of data for decision makers?

3. STRATEGIC PLANNING
3.01 How is overall planning integrated into lower-level planning at business
unit levels and department levels for short term and long-term decisions?

3.02 Does the organization re-align or re-engineer a process to make sure it

fits with strategies for work performance?

3.03 Strategic plans are deployed throughout the entire company.

3.04 Is the strategic planning process evaluated and improved on a

regular basis?

3.05 Does the company have major quality improvement goals and
objectives within its strategy?

3.06 How effective is the company at sharing and deploying its short term
goals with employees, suppliers, and others who have to execute on
the strategy?

3.07 How does the organization's long-term goals relate to improving

quality?

3.08 How does the organization project out benefits from long term and short
term planning? How does this compare to key benchmarks?

4. HUMAN RESOURCES

4.01 Are human resource plans driven by the company's strategy to improve
quality; i.e. training, hiring, empowerment, teams, etc.?
Are the company's human resource strategies related to quality
4.02
improvement goals?

4.03 How does the organization use employee related data to improve
human resource management (hiring practices, training, etc.)?

4.04 How does the organization promote employee contributions to

quality performance goals?

4.05 Does the organization give employees the authority and support
for solving problems and making improvements within their
work area?

4.06 Does the organization measure and evaluate the effectiveness

of employee involvement, empowerment, and innovation?

4.07 Does the organization encourage employee involvement at all

levels and does the organization have key indicators to monitor
employee involvement?

4.08 Does the organization systematically assess the needs of the

workforce and develop plans for training and education at
various levels and categories of employment?

4.09 Is actual training of the employee reinforced as part of the job

and actually, applied to the work area?

4.10 Does the organization use indicators to assess that training is

helping to improve both the employee and the quality of work
within the respective work area?

4.11 Does the organization measure employee training by job category?

4.12 Does your performance and recognition system support quality

improvement goals?

4.13 Does the organization regularly review and improve its compensation,
performance measurement, and recognition programs?

4.14 Does the organization have evidence and data on employee

recognition programs, such as types of awards, locations, and
other trend information over the last few years?
 4.15 Does the organization continuously work to improve safety,
health, morale, and overall satisfaction of its employees?

4.16 Does the organization work proactively to develop employee

services, such as day care, carpooling, and other services
that enhance overall employee satisfaction?

4.17 How does the organization assess and evaluate overall

employee satisfaction?

4.18 Does the organization have supporting data related to

improvements for employees, such as safety, absenteeism,
turnover, grievances, customer complaints, and other quality
factors that demonstrate employee satisfaction?

5. PROCESS MANAGEMENT
5.01 Does the organization systematically gather customer needs
and desires, and then translate these customer inputs into
revisions, modifications, or other standards for products / services?

5.02 How does the organization design and test a new product or
service?

5.03 Does the organization evaluate and shorten the design processes
for new products and services?

5.04 Does the organization have control over processes, including control
over variations and defects in processes that are used for producing
and delivering products and services?

5.05 Does the organization use a systematic and standard approach

to evaluating processes for better quality, cycle times, defects,
and other operating performance attributes?

5.06 How does the organization manage quality control as it relates

to routine business processes and support services (such as
human resource, finance, legal, payroll, public relations, etc.)?

5.07 Does the organization capture, maintain, and use key indicators
for business and support services?

5.08 How does the organization identify areas for improvement?

5.09 Does the organization clearly communicate quality standards

 and requirements to suppliers?

5.10 Does the organization have a quality assurance process to

ensure that suppliers are meeting quality requirements?

5.11 Does the organization evaluate and improve its procurement

policies and practices?

5.12 Does the organization have a cooperative relationship with its

suppliers, including reward programs, certification and other
policies that build long-term relationships?

5.13 Does the organization audit or evaluate its products and services,
including the systems and processes that create and manage
products and services?

5.14 Does the organization regularly follow up with assessments and

effectively corrects the problem or resolve the issue that was
identified?

6. OPERATIONS
6.01 Does the organization have at least two years of data related to
quality improvements in its products and services?

6.02 How does the organization compare its quality results with
the competition?

6.03 Does the organization measure operating performance (cycle times,

productivity, defects, errors, etc.)?

6.04 How does the organization's operating performance compare with

that of the competition?

6.05 Does the organization collect quality improvement data related to

general business and support services?

6.06 Does competitive benchmarking indicate that the organization

is better than the overall industry and a world leader?

6.07 Does the organization measure and track supplier results and
quality?

6.08 How does the supplier's quality results compare to that of other
comparable suppliers?
7. CUSTOMERS
7.01 How does the organization determine current and long-term
customer requirements?

7.02 How does the organization determine new products and services
as well as new features for existing products and services?

7.03 How does the organization improve its processes for

identifying customer needs and requirements?

7.04 How does the organization build strong relationships with its
customers?

7.05 What does the organization do to develop customer service

standards and processes that gives the organization the
ability to engage with the customer?

7.06 How does the organization maximize opportunities for

customers to comment and engage with the business?

7.07 How effective is your contact with the customer regarding your
products and services?

7.08 How does the organization use customer feedback and

complaints?

7.09 How does the organization ensure that customer contact

employees are properly aligned with customer segments,
including proper training and tools for dealing with specific
customers?

7.10 How does the organization evaluate its relationships with

its customers?

7.11 How does the organization build trust and confidence in its
products and services?

7.12 How does the organization evaluate and improve the customer's
perception of the organization's commitment to quality?

7.13 How does the organization determine customer satisfaction

within its customer segments?

7.14 How does the organization's customer satisfaction rating compare

 to its competition?

7.15 How does the organization evaluate and improve its approach to
analyzing customer satisfaction in relation to the competition?

7.16 Does the organization collect trend data on customer

satisfaction and customer retention?

7.17 Does the organization measure negative related attributes

of customer service, such as complaints, refunds, claims,
returns, failure to rebuy or repeat, downgrades, etc.?

7.18 Does the organization measure customer satisfaction with

products and services in relation to the competition's
customer satisfaction with its products and services?

7.19 Does your organization measure customer turnover?

7.20 Do trends indicate that the organization's market share is

increasing as a result of quality improvement initiatives?

8. INCOME STATEMENT (EXTRACT) FOR THE YEAR ENDED 2018

Revenue:
Gross Sales 20,000,000
Sales Returns and
Allowances 500,000
Direct Material Costs 400,000
Direct Labor Costs 200,500
Other Direct Costs 310,000
Expenses:
Advertising 90,000
Amortization 45,000
Bad Debts 43,200
Bank Charges 34,000
Charitable Contributions 100,000
Commissions 31,900
Contract Labor 80,000
Credit Card Fees 56,000
Delivery Expenses 12,900
Depreciation 48,000
Dues and Subscriptions 55,000
Exec/Owner salaries 120,000
Insurance 250,000
Interest 78,900
 Maintenance 55,800
Miscellaneous 69,000
Office Expenses 46,980
Operating Supplies 60,500
Payroll Taxes 60,000
Permits and Licenses 35,000
Postage 25,000
Professional Fees 150,000
Property Taxes 89,0000
Rent 300,000
Repairs 56,800
Telephone 20,000
Travel 140,000
Utilities 38,000
Vehicle Expenses 80,000
Wages 240,600
Sundry Expenses 25,400
Gain (Loss) on Sale of Assets 98,000
Interest Income 77,000

Required:
Carry out a SWOT Assessment of the operations of WKC Ltd, using the Malcolm Baldrige
model; interpret your findings and make recommendations to management based on your
findings.

Note: You are to assign % scores to each of the evaluation questions generated under 1-7
above.

Key:
For Excellent performance/compliance: 80%-100% range
For Very good performance/compliance: 60%-80% range
For Good performance/compliance: 40%-60% range
For Fair performance/compliance: 20%-40% range
For Poor performance/compliance: 0%-20% range