So You Want to Use the Baldrige Criteria?

Prepared for TNCPE Customers by Dan Jordan 2009/2010 Criteria

Using the Baldrige Criteria

Organizational Profile (Level 1 Application) Core Values Categories (Level 2 Application) Items and Areas to Address (Level 3 and Level 4 Applications)

Organizational Profile
Purpose
Provides an overview of your organization Helps to better understand
The context in which your organization operates Key requirements for current and future business success and sustainability The needs, opportunities and constraints placed on your organizations performance management system

Organizational Profile
P.1 Organizational Description Key organizational characteristics Key Relationships

Organizational Profile
P.1 Organizational Description
P.1a Organizational Environment
What do you do?
Product offerings goods and services offered

Who are you? Why do you exist?

Culture shared set of attitudes, values Core competencies areas of greatest expertise

Workforce
Distinguishing traits Requirements

Facilities and equipment Regulatory environment health, safety, accreditation, certification, and/or registration

Organizational Profile
P.1 Organizational Description
P.1b Organizational Relationships
Stockholders (Governance) Customers / stakeholders
Grouping or differentiation Requirements

Supply chain
Suppliers, partners, collaborators Means of communication Role in innovation Supply chain requirements

Organizational Profile
P.2 Organizational Challenges
P.2a Competitive Environment
How do you know how you stack up? (Competitors) What factors differentiate you from your competitors? Where do you get comparative and competitive data?

Organizational Profile
P.2 Organizational Challenges
P.2b Strategic Context
Strategic challenges Strategic advantages

P.2c Performance Improvement System

Linked to Organizational Learning How do you systematically improve? (Should be data based) Linked to assessment of maturity (Look at Scoring Guidelines)

Strategic Advantages
Marketplace benefits exerting a decisive influence on an organizations likelihood of success Sources of current and future competitive success Can come from:
Core competencies Strategically important external resources

Force Field Examples

Strategic Advantages Benefits Help you achieve your objectives Objectives Strategic Challenges

Pressures Hinder your efforts to achieve your objectives Pressures

Benefits

Benefits

Governance
System of management and controls exercised in the stewardship of your organization Ensures:

accountability to stakeholders, transparency of operations, fair treatment of all stakeholders

Includes the performance evaluation of senior leaders and members of the governance board

Core Values

Focus on the Future Visionary Leadership Customer-Driven Excellence Managing for Innovation Organizational & Personal Management by Fact Learning Societal Responsibility Valuing Workforce Members and Partners Focus on Results and Cre Agility Systems Perspective

Visionary Leadership
Set directions Create customer value Create clear and visible values Create high expectations Personal involvement with workforce
Inspire, Motivate, Encourage To contribute, develop and learn, be innovative

Serve as role models

Customer-Driven Excellence
Know what contributes value to customers
Product & service features and characteristics Modes of customer access

Look at current and future components

How? Market surveys, focus groups, periodicals, customers of customers

Understand factors that may influence customer overall experience (face of the organization) Recovering from defects Features and characteristics that differentiate from competitors Directed toward customer retention, loyalty, market share gain, and growth

Value
Perceived worth of a product, service, process, asset, or function relative to cost and to possible alternatives Relative worth, utility, or importance

Organizational & Personal Learning

Well-executed approach includes sharing knowledge via systematic processes Includes continuous improvement and significant change Embedded
Regular part of daily work Practiced at all levels Results in solving root cause Build and share knowledge Driven by opportunities to effect significant meaningful change

Organizational & Personal Learning

Depends on having opportunities for personal learning and developing and practicing new skills Directed toward
Better products and services Being a more responsive organization Being more adaptive Being more innovative Being more efficient

Valuing Workforce Members & Partners

Valuing people means
Committing to engagement Satisfaction Development Well-being Established to better accomplish overall goals Blending of core competencies or leadership capabilities Develop longer term objectives Address key requirements for success
Regular communication Approach to evaluate progress Means for adapting to change

Partners (Internal and External)

Engagement
Commitment, both emotional and intellectual, to accomplishing the work, mission, and vision of the organization Engaged workforce find personal meaning and motivation in their work and receive positive interpersonal and workplace support

Agility
Capacity for rapid change and flexibility Cycles for introduction of new / improved products and services Vital asset: cross-trained and empowered workforce

Empowered
Giving people the knowledge, authority and responsibility to make decisions and take actions to create desired results
Responsibility

Results

Accountabilit y

Knowledge

Focus on the Future

Understanding of short- and longerterm factors that affect organization and marketplace Requires strong future orientation Requires willingness to make longterm commitments to key stakeholders

Focus on the Future

Included in planning anticipate customer expectations, new business opportunities, workforce needs, technological development, new business models Strategic objectives and resource allocations needed to allow for future influences

Focus on the Future

Includes
Developing leaders, workforce, and suppliers Accomplishing effective succession planning Creating opportunities for innovation Anticipating public responsibilities and concerns

Managing for Innovation

Meaningful change to improve
Products, Services, Programs, Processes, Operations, and Business model to create new value for stakeholders

Part of learning culture Integrated into daily work Supported by performance improvement system Builds on accumulated knowledge of organization and its people

Innovation
Making meaningful change to improve products, programs, services, processes or organizational effectiveness and to create new value for stakeholders Involves the adoption of an idea, process, technology, or product that is either new or new to its proposed application

Management by Fact (1)

Measurements
Derived from business need and strategy Provide critical data and information about key processes, outputs and results Needed for performance management Data should be segmented to facilitate analysis

Management by Fact (2)

Analysis
Extract larger meaning from data and information Uses data to determine trends, projections, and cause and effect Supports
Planning Review of overall performance Improving operations Accomplishing change management Comparing performance with competitors or best practice benchmarks

Management by Fact (3)

Measures
Best represent factors that lead to improved customer, operational, financial, and critical performance Comprehensive set tied to customer and organizational performance requirements
Provides clear basis for aligning all processes with goals

Performance Management
Involves consolidation of data from various sources; asking questions about, and analysis of the data; and putting the results into practice Continuous and real-time reviews help to identify and eliminate problems before they grow.
Definition of BPM from Wikipedia

Societal Responsibility (1)

Stresses
Responsibilities to public Ethical behavior The need to practice good citizenship

Leaders are role models Protection of health, safety and environment. Includes:
Operations Life cycle of products and services

Societal Responsibility (2)

Stresses conservation of resources Planning should anticipate adverse impacts from products, distribution, transportation, use and disposal Local, state, and federal laws and regulations treated as opportunities for improvement beyond mere compliance

Societal Responsibility (3)

Good citizenship
Leadership and support of publicly important purposes Examples:
Improve education and healthcare in community Pursue environmental excellence Practice resource conservation Perform community service Improve business and industry practices Share nonproprietary information

Influences other organizations to partner for these purposes

Ethical Behavior
How an organization ensures that all decisions, actions, and stakeholder interactions conform to moral and professional principles Principles distinguish right from wrong

Focus on Results and Creating Value

Results used to create and balance value for key stakeholders Builds loyalty Contributes to growing the economy Strategy explicitly should include key stakeholder requirements Use a balanced composite of leading and lagging performance measures

What is Valued and Measured

P r i o r i t i e s
For Customer 3
Undesired Desired

Characteristics Ease of distribution Producers For Producer Perspective

P Customer Customer r 4 Undesired Desired Outcomes Outcomes o Complaints Value add Lost orders (Loyalty, d Process Outcome Referrals) Producer UndesiredProducer Cust Product u Delivery reliabilityAttributes Outcomes to Avoid Desired Satisfaction Producer Perspective Accessibility Outcomes Waste Cost to produce c 8 Loss of customers EFO Meets Technical Financial loss Market share specifications t Process High turnover Sales
7 6 5

Product/Service Attributes Product performance Process Customer specs Characteristics Customer Perspective

Variability Productivity % First Pass Balance Your Balanced Scorecard NPV New products

How

What

Why

Robin Lawton, Quality Progress, March, 2002. pp.66 - 71

Systems Perspective (1)

Successful management of overall performance requires synthesis, alignment, and integration

Systems Perspective (2)

Synthesis
Looking at the organization as a whole, building on key business requirements including core competencies, strategic objectives, actions plans, and work systems

Systems Perspective (3)

Alignment
Key linkages between key processes
Leadership Planning Customer Focus Information Management Workforce Focus Process Management Results

Systems Perspective (4)

Integration
Individual components of performance management system operate in a fully interconnected manner and deliver anticipated results

Categories
1 - Leadership 2 - Strategic Planning 3 - Customer Focus 4 - Information and Knowledge Management 5 - Human Resource Focus 6 - Process Management 7 - Results

Items (1)

1.1 Senior Leadership 1.2 Governance and Societal Responsibility 2.1 Strategy Development 2.2 Strategy Deployment 3.1 Customer Engagement 3.2 Voice of the Customer 4.1 Measurement, Analysis, and Improvement of Organ 4.2 Management of Information, Knowledge and Inform

Items (2)
5.1 Workforce Engagement 5.2 Workforce Environment 6.1 Work Systems 6.2 Work Processes 7.1 Product and Service Outcomes 7.2 Customer-Focused Outcomes 7.3 Financial and Market Outcomes 7.4 Workforce-Focused Outcomes 7.5 Process Effectiveness Outcomes 7.6 Leadership Outcomes

1 - Leadership
Senior leaders personal action guide and sustain the organization Organizations governance Organization addresses ethical, legal, and societal responsibilities

1.1 Senior Leadership

For the organization
Guide Sustain

Communication with workforce

What are you communicating? How are you communicating?

Encourage high performance

High-performance Work - 1
Work processes used to
Systematically pursue ever-higher levels of overall performance (organizational and personal) Includes quality, productivity, innovation rate, cycle time performance

Focuses on workforce engagement

High-performance Work - 2
May include empowerment of people (self-directed responsibility)
Individual and organizational skill building and learning Learning from other organizations Flexibility in job design and work assignments Seeks to align or integrate organization structure, core competencies, work, jobs, workforce development and performance management.

1.2 - Governance and Societal Responsibility

Governance System Responsibilities to public Ensure ethical behavior Practice good citizenship

Guide
What does guide mean?
Direct, or influence usually to a particular end

What do you have to have in order to guide?

Vision, Road map Share it Make it real.

Sustain
Ability to address business needs Agility and strategic management to prepare for the future Considers:
Workforce capability (knowledge, skills, abilities and competencies) Workforce capacity (Ability to ensure sufficient staffing levels) Core competencies (areas of greatest expertise) Work systems (how work of the organization is accomplished) Resource availability Facilities Technology Equipment Knowledge

Governance
Stewardship of the organization Ensures:
Accountability to owners/shareholders Transparency of operations Fair treatment of all stakeholders

Responsibilities to the Public

Stress conservation of resources Planning should anticipate adverse impacts from products, distribution, transportation, use and disposal Local, state, and federal laws and regulations treated as opportunities for improvement beyond mere compliance

Good Citizenship
Leadership and support of publicly important purposes Examples:
Improve education and healthcare in community Pursue environmental excellence Practice resource conservation Perform community service Improve business and industry practices Share nonproprietary information Influences other organizations to partner for these purposes

Legal Responsibility
Compliance to all local, state, and federal laws and regulatory requirements Treat requirements as opportunities for improvement beyond compliance

Societal Responsibility
Planning should anticipate adverse impacts from products, distribution, transportation, use and disposal Leadership and support of publicly important purposes, e.g.:
Improve education and healthcare in community Pursue environmental excellence Practice resource conservation Perform community service Improve business and industry practices Share nonproprietary information

Influences other organizations to partner for these purposes.

2 Strategic Planning
Three key aspects of organizational excellence important to strategic planning
Customer-driven quality is a strategic view of quality Operational performance improvements and innovation short- and longer-term productivity Organizational and personal learning alignment of work processes and learning initiatives

2 Strategic Planning
A well crafted strategic plan provides a roadmap for success and the framework for clear communication of what is important

2 Strategic Planning
How the organization develops strategic objectives and action plans (Does
not imply the need for formal planning systems or specific planning cycles)

How strategic objectives and action plans are deployed How strategic objectives and action plans are changed How progress is measured.

2.1 Strategy Development

Process for developing strategic plan Determine core competencies, strategic challenges and strategic advantages Establish strategy and strategic objectives Summary of key strategic objectives and related goals

Core Competencies
Areas of greatest expertise Strategically important capabilities that provide an advantage in market-place or service environment Frequently challenging for competitors or suppliers to imitate

Strategic Challenges
Pressures that are an unmistakable influence on an organizations likelihood of future success External
Customer or market needs or expectations Product, service, or technological changes Financial, societal, and other risks or needs

Internal
Organizational capabilities Human and other resources

Strategic Advantages
Marketplace benefits exerting an unmistakable influence on an organizations likelihood of success Sources of current and future competitive success Can come from:
Core competencies Strategically important external resources

Force Field Examples

Strategic Advantages Benefits Help you achieve your objectives Objectives Strategic Challenges

Pressures Hinder your efforts to achieve your objectives Pressures

Benefits

Benefits

Goals
Performance level Short- and longer-term Ends that guide actions Quantitative are called targets Stretch goals refer to major or breakthrough improvements

Strategic Objectives
Responses to address major change or improvement, competitiveness and business advantages Focused on
External and internal issues, Significant customer, market, product, service, or technological opportunities and challenges

Broadly what an organization must achieve to remain or become competitive and ensure long-term sustainability.

2.2 Strategy Deployment

Convert strategic objectives into action plans Summarize action plans and key related performance measures or indicators Project organizations future performance relative to comparisons

Action Plan
Include details of resource commitments and time horizons for accomplishment Used in deploying strategic objectives and creating organization-wide understanding Includes creating aligned measures for all departments and units

Summarize Action Plans and Key Performance Measures

What do you have to have in place to respond to this?
Project Management Plan Steps to achieve (activities) Means of measuring progress
On activities On results

Goals

Projections and Comparisons

Intended to improve organizations ability to
Understand and track changing, competitive performance factors

Enable organization to compare rate of improvement and change relative to competitors Key diagnostic management tool

Considerations
What must you consider when defining key performance measures for action plans in order to make key comparisons?
They are related to goals They are related to measures of importance to customers and other key stakeholders

3 Customer Focus
How organization engages customers How you build a customer-focused culture How you listen to the voice of the customer How you use information to improve and identify opportunities for innovation

Voice of the Customer

Process for capturing customer-related information
Requirements Expectations Desires

Includes gathering and integrating customer data (affecting purchasing decisions)

Surveys Focus groups Warranty data Complaints

Innovation
Making meaningful change to improve products, programs, services, processes or organizational effectiveness and to create new value for stakeholders Involves the adoption of an idea, process, technology, or product that is either new or new to its proposed application

3.1 Customer Engagement

Identify and design products to meet customer and market
Requirements Expectations

Define processes to support use of your products and provide access the organization Create a customer-focused culture

Customer Engagement
Customers commitment to your brand and product offerings Based on your ability to serve customers needs and build relationships Includes customers
Loyalty Retention Willingness to do business Willingness to refer others to you

3.2 Voice of the Customer

Get information you can use
Help manage key product, service and business processes Help determine cost and revenue implications for setting improvement goals and priorities for change
Define (Listen) process requirements

Obtain customer satisfaction and dissatisfaction data Determine for customers and markets
Requirements Expectations

Whats it worth?

Customer Satisfaction and Dissatisfaction

Satisfaction
Requirements Needs Expectations Preferences

Dissatisfaction
Complaints Win/loss analysis

4 Measurement, Analysis, and Knowledge Management

Measurement
Numerical information that quantifies outcomes

Analysis
Examination of facts and data to provide a basis for effective decisions

Knowledge
Accumulated intellectual resources of the organization (what you know and what you have learned)

4 Measurement, Analysis, and Knowledge Management

Data, information and knowledge assets
Select Gather Analyze Manage Improve

Review performance Use the review to improve performance Manage information technology.

4.1 Measurement, Analysis, and Improvement of Organizational Performance

Measure performance
Are you measuring the right things?
Aligned with mission, strategy, values, and behavior

Are you measuring the right things right?

Demonstrate improvement

So what?
Numerically define the meaning of success

4.1 Measurement, Analysis, and Improvement of Organizational Performance

Examine facts and data to provide a basis for effective decisions Involves gaining a deeper understanding of data and information Used to support
Evaluation Decision making Improvement Innovation

Types of Analyses (Examples)

Correlate product and service improvements with key customer indicators (satisfaction, retention, market share) Financial benefits derived from improvements in workforce safety, absenteeism and turnover Relationships among product and service performance indicators and financial indicators such as operating costs, revenues, asset utilization, and value added per employee.

4.1 Measurement, Analysis, and Improvement of Organizational Performance

Regular review of organizational performance against an objective or objectives
Internal Comparative data Best practices and performance from benchmarking

Translate review findings into priorities for continuous and breakthrough improvement
Using a systematic, fact-based evaluation and improvement process (Plan, Do, Check, Act or similar)

Involves sharing opportunities with

Workforce Suppliers Collaborators Partners.

4.2 Management of Information, Knowledge, and Information Technology

Right information or is it just data? Quality of information
Accurate Integrity Timely Security and Confidentiality Workforce Suppliers Partners Collaborators Customers

Availability/accessible to the right resources

4.2 Management of Information, Knowledge, and Information Technology

Organizational knowledge that is needed to
Do the work Improve processes, products, services Keep current with changing business needs and directions Develop innovative solutions

Collection of what you know and what you have learned as an organization

4.2 Management of Information, Knowledge, and Information Technology

Collection and transfer of knowledge between
Workforce Customers Suppliers Partners Collaborators

Identification and sharing of best practices Information for strategic planning.

4.2 Management of Information, Knowledge, and Information Technology

Software
Value add Ease of use Integration

Infrastructure
Hardware
Reliability Security Ease of use

Connectivity
Availability Reliability Security

5 Workforce Focus
Addresses key workforce practices Objective is to utilize workforce potential aligned with:
Overall mission Strategy Action plans

How do you
Engage the workforce Manage the workforce (work/job design) Develop the workforce (training, education, experience)

5 Workforce Focus
How do you assess
Workforce capability Workforce capacity

How do you build workforce environment conducive to high performance.

High-performance Work - 1
Work processes used to
Systematically pursue ever-higher levels of overall performance (organizational and personal) Includes quality, productivity, innovation rate, cycle time performance

Focuses on workforce engagement

High-performance Work - 2
May include empowerment of people (self-directed responsibility)
Individual and organizational skill building and learning Learning from other organizations Flexibility in job design and work assignments Seeks to align or integrate organization structure, core competencies, work, jobs, workforce development and performance management.

5.1Workforce Engagement (1)

How do you achieve high performance by
Engaging your workforce Compensating your workforce Rewarding your workforce

How do you develop your workforce, including leaders, to achieve high performance

5.1 - Workforce Engagement (2)

How do you assess to what extent the workforce is committed to the organization (engaged) How do you use the results of the assessment to achieve higher performance
Relationship of assessment findings to key business results

5.2 Workforce Environment

Management of workforce capability Management of workforce capacity How organization maintains a safe, secure and supportive work climate.

Workforce Engagement
Commitment of the workforce (emotional and intellectual) to accomplishing the work, mission and vision Engaged workers
Find personal meaning and motivation in the work Receive positive interpersonal and workplace support

Key Factors
Training and career development Effective recognition and reward systems Family friendliness.

Workforce Capability
Ability to accomplish work processes through
Knowledge Skills Abilities Competencies

Capability may include ability to

Build and sustain relationships with customers Innovate and transition to new technologies Develop new products, services and work processes Meet changing business, market and regulatory demands.

Workforce Capacity
Ability to ensure sufficient staffing levels to execute work processes and successfully deliver products and services Includes ability to meet seasonal and varying demand levels

High-performance Work - 1
Work processes used to
Systematically pursue ever-higher levels of overall performance (organizational and personal) Includes quality, productivity, innovation rate, cycle time performance

Focuses on workforce engagement

High-performance Work - 2
May include empowerment of people (self-directed responsibility)
Individual and organizational skill building and learning Learning from other organizations Flexibility in job design and work assignments Seeks to align or integrate organization structure, core competencies, work, jobs, workforce development and performance management.

Empowered
Giving people the knowledge, authority and responsibility to make decisions and take actions to create desired results
Responsibility

Results

Accountabilit y

Knowledge

6 Process Management
Work systems design and implementation Key process design, management and improvement Readiness for emergencies. to deliver For work systems
customer value and achieve organizational success and sustainability

6.1 Work Systems

How you design work systems How you determine key processes For what end?
Deliver customer value Prepare for potential emergencies Achieve organizational success Achieve organizational sustainability.

6.2 Work Processes

Includes support processes For work processes, how you
Design key work processes Implement or put into place key work processes to meet design requirements Manage or operate day-to-day to ensure requirements are met
Incorporation of input from customers, suppliers, partners, and collaborators Key measures used

Improve key work processes

Better performance Reduced variability Share learnings

Work Systems
How the work of organization is accomplished Involves (Supply Chain)
Workforce Key suppliers and partners Contractors Collaborators

Blend the internal work processes of the organization with those resources outside the organization to develop, produce, and deliver products

7 Results (1)
Results indicators can be leading and/or lagging
Lagging indicators focus on the past. (Financial measures are most familiar) Leading indicators can predict the outcome of lagging indicators
Example: Process performance measures (Temperature, throughput, cycle time) can predict the product outcome (specification, characteristics, etc.)

Knowing which indicators are leading and which are lagging can help an organization analyze cause and effect relationships
Example: Relating your workforce engagement findings to key business results (cause and effect)

7 Results (2)
Performance and improvement in all key areas
Product and service outcomes Customer-focused outcomes Financial and market outcomes Workforce-focused outcomes Process-effectiveness outcomes Leadership outcomes

Examined relative to competitors and/or other organizations providing similar products or services

7.1 Product and Service Outcomes

Key product, program and service features Information gathered from customers using processes defined in Item 3.1 and 3.2 Measures address factors that affect customer preference usually noted in Organizational Profile (P.1) Segmentation by
Product and service types and groups Customer groups Market segments

Appropriate comparative data.

7.2 Customer-Focused Outcomes (1)

Customer Satisfaction and Dissatisfaction Information gathered from customers using processes defined in Item 3.2 Data could include:
Retention, gains, and customer losses Complaints and complaint management Warranty claims Customer-perceived value based on quality and price Customer assessment of access and ease of use Awards and ratings Recognition from customers

7.2 Customer-Focused Outcomes (2)

Segmentation by
Product and service types and groups Customer groups Market segments

Appropriate comparative data

7.3 Financial and Market Outcomes (1)

Aim is to understand your financial sustainability and marketplace challenges and opportunities Measures are those usually tracked by senior leaders and reported in 4.1 and financial management approaches described in 2.2

7.3 Financial and Market Outcomes (2)

Aggregate measures on financial return might include:
Return on investment Operating margins Profitability

Measures of financial viability might include:

Liquidity Debt-to-equity ratio Days cash on hand Asset utilization Cash flow

Segmentation by customer or market segments Appropriate comparative data.

7.4 Workforce-Focused Outcomes (1)

Aim is to demonstrate how well you have been creating and maintaining a productive, engaging, and caring work environment Results address:
Processes described in Category 5 Key work process needs described in Category 6 Human resource plans described in Item 2.2

7.4 Workforce-Focused Outcomes (2)

Measures for workforce engagement and satisfaction might include:
Improvement in local decision making Organizational culture (e.g. extent and success of selfdirection) Workforce and leader development (effectiveness, not just extent)

Outcome measures might be:

Increased workforce retention resulting from establishing a peer recognition program, or The number of promotions resulting from leadership development program Both reflect cause and effect

7.4 Workforce-Focused Outcomes (3)

Generic factors might include:
Safety Absenteeism Turnover Satisfaction Complaints (grievances)

Local or regional comparisons appropriate

7.4 Workforce-Focused Outcomes (4)

Organization-specific factors
Extent of training, re-training, or crosstraining to meet capability and capacity needs Extent of self-direction Extent of volunteer involvement in process activities

7.5 Process Effectiveness Outcomes (1)

Aim is to achieve work system and work process effectiveness and efficiency Results address key operational requirements presented in Item 6.1 and 6.2 Measures track key processes and operational improvement Results should provide:
Key information for analysis and review of organizational performance (Item 4.1) Explanation for product and service outcomes (Item 7.1), customer-focused outcomes (Item 7.2), and financial and market outcomes (Item 7.3) (cause and effect process outcomes should influence outcomes in 7.1, 7.2, and 7.3)

7.5 Process Effectiveness Outcomes (2)

Measures for work system performance might include:
Just-in-time delivery Acceptance results for externally provided products, services, processes Supplier and partner performance Product, service, and work system innovation rates and results Response times for emergency drills or exercises Results for contingency exercises

7.5 Process Effectiveness Outcomes (3)

Measures for process effectiveness and efficiency might include:
Performance that demonstrates improved cost savings or higher productivity (Could be linked to Six Sigma initiative results) Internal responsiveness indicators (cycle times, production flexibility, lead times, set-up times, time to market) Improvements in support processes Reduced emission levels, Waste stream reductions Recycling

7.6 Leadership Outcomes (1)

Aim is to maintain a fiscally sound, ethical organization that is a good citizen in its community Results related to accomplishment of strategy and action plans linked to:
Strategic objectives and goals - Item 2.1b(1) Key action plan performance measures Item 2.2a(6) Performance projections or key action plan performance measures Item 2.2b

7.6 Leadership Outcomes (2)

Measures for ethical behavior (Item 1.2 Note 4) might include:
Percentage of independent board members Instances of ethical conduct breaches and responses Survey results on workforce perceptions of organization ethics Ethics hotline use Results of ethics reviews and audits

7.6 Leadership Outcomes (3)

Measures of fiscal accountability might include:
Financial statement issues and risks Internal and external auditor recommendations and responses

Measures of regulatory and legal compliance related to Item 1.2b (1) Measures of organizational citizenship should support key communities discussed in Item 1.2c and might include:
Efforts to strengthen local community services Performing community service Improving industry and business practices