Critique the prioritizing process at D. D. Williamson

A company that was founded in 1865, Douw Ditmars Williamson (D. D. Williamson) has grown from a small local company owned by a Dutch immigrant to one of the world’s leading providers of caramel and natural colorings for food and beverage products. Today, they have nine natural coloring operations on five continents (DDW, 2013).
The emphasis of this case study is to review the process in which the company D.D. Williamson created in order to better prioritize their projects so that all projects could be more efficiently managed. D. D. Williamson created a list of 78 projects which needed to be prioritized, organized, and selected. The company used a four step method to rate each project: 1) Establish criteria for prioritizing projects. 2) Weigh each criterion. 3) Refine the list of projects. 4) Rate each project on each criterion and total ratings. To give team members control over ranking of the projects, each member was asked to write three different criteria on three Post-it Notes. These Post-it Notes were separated into similar item groups and each group was given a name. This technique established the important criteria for selection. The criteria chosen were used to determine how well each project would fit into the strategy of the company (Kloppenborg, Nkomo, Fottler, McAfee, 2012, p. 48). To give team members control over ranking of the projects, each member was asked to write three different criteria on three Post-it Notes. These Post-it Notes were separated into similar item groups and each group was given a name. This technique established the important criteria for selection. The criteria chosen were used to determine how well each project would fit into the strategy of the company (p. 48).
To weigh each group, the team members assigned each group a score. More important groups were given a score