KYB001

BE 20 Keys

20 Keys of
Business Excellence

QUICK
SET-UP

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20 Keys of Business Excellence BE 20 Keys

Level Key #1 Workplace Organization, Health and Safety

The teams workspace layout is not well organized, resulting in wasted time and motion. Materials and
1 paperwork are stacked on team member desks and file cabinets. There is little or no use of visual controls by
the team. Frequently used materials and tools are not readily accessible to team members. Team member
safety and office ergonomics are not recognized as issues.
The team realizes the need to reorganize to make more efficient use of space, enhance communications, and
2 reduce wasted time and motion. A plan is established by the team to reorganize the work area. Critical items
for daily work activity are identified by the team, and non-essential items are discarded during periodic
individual office clean-ups. There is some use of visual controls by the team. Safety and ergonomic issues are
addressed with quick fixes when brought up by team members. 100% of regulatory required
safety training for team members is completed annually. At least 50% of team members have been
trained in Visual Management (includes 5S).
Workplace is reorganized by the team to minimize wasted floor space, enhance daily communication, and reduce
3 wasted time and motion. Organized annual clean-up events are conducted. The teams workplace is flexible for
future reconfiguration. The Open Office concept is being used in some team work areas. Use of visual controls
(VC) is becoming widespread by team members. Changes to existing visual controls are implemented by team
members. Team members have annual safety and ergonomic training.
Safety and ergonomic hazards are identified and addressed by the team using a safety checklist. At least 75%
of team members have been trained in Visual Management (includes 5S). 5S rating has been posted.
Workspace improvement plan, developed by the team, promotes smooth workflow of information and
4 communication. The Open Office concept is being used in most team areas. Team members continue to
evaluate effectiveness of workplace organization (WPO) and implement better solutions. Visual controls are
used extensively by team members. The team work area is neat and orderly. Safety and ergonomic issues are
evaluated and addressed by team members before office equipment and furniture are purchased. Existing
hazards are prioritized for elimination by the team. 100% of team members have been trained in
Visual Management (includes 5S). 5S rating trend shows improvement. There have been no
recordable incidents for the team with days away or restricted time in the last 6 months.
All team work area floor space is fully utilized, with no wasted space. The Open Office concept is used
5 throughout the team work area. There is a designated place for everything, and everything is in its place. The
team uses visual controls extensively. Team members take great pride in their work area. All
team members take ownership in promoting and improving safety procedures. The team has eliminated all
unsafe behaviors. The team is recognized for WPO and VC best practices and teaches concepts to others in the
company. There have been no recordable incidents for the team with days away or restricted time
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Level Key #2 Leadership

Leadership is not visible on the team. Status updates on direction and progress are primarily through printed
1 media to the team. Primary focus of the team is on reacting to current problems. Leaders on the team are
primarily responsible for making decisions. Leaders consistently demonstrate authoritative behavior.
Leaders start to prepare team members to make their own decisions in selected situations, and the concept for
2 shared leadership is beginning to be demonstrated. Unsuccessful delegation attempts on the team are viewed
as learning opportunities. Leaders and team members are familiar with the ArvinMeritor Leadership Model and
have identified at least one competency for development. At least 50% of the teams leaders have been
trained in White Shirt.
Leaders are beginning to involve team members to shape plans and decisions that affect them. Leaders are
3 beginning to promote collaboration, remove obstacles to teamwork and encourage feedback to enhance
performance. Leaders are utilizing the Performance Management Process (PMP) with team members. Examples
of successful delegation of decision-making are documented by the team. Leaders of the team are encouraging
the use of problem-solving tools to drive for improvements. Leaders are encouraging team members to assess
themselves on all competencies with the Leadership Model of the PMP. At least 75% of the teams leaders
have been trained in White Shirt. 100% of the teams leaders are fully demonstrating in at least
5 leadership competencies and are developing as coaches and teachers.
Team members are designing the plans and decisions that affect them. Leaders are successful at removing
4 obstacles and are encouraging team members to do so. Leaders of the team provide performance feedback on
a periodic basis. The PMP, including the ArvinMeritor Leadership Model, is effectively utilized by team members
and is linked to the Business Strategy Review (BSR). Team improvement initiatives are implemented rapidly, as
a result of leaders demonstration and teaching. Delegation efforts are consistently successful, and calculated
risk-taking is encouraged on the team. The team effectively uses problem-solving tools. 100% of the teams
leaders have been trained in White Shirt. 100% of the teams leaders are role models in at least
5 leadership competencies and are actively coaching and teaching.
The teams leaders are actively teaching, coaching and mentoring. Team members are effective at making
5 decisions and managing their goals within the PMP. Team members are empowered to remove obstacles and do
so frequently. Leaders provide and seek performance feedback from the team members continuously. Problems
are self-managed by the team. Delegation efforts on the team are seamless. Personal leadership and
accountability is clearly visible at all levels by team members. Leaders are seen as the leadership role model
within and beyond the team. Team members are now serving as leadership coaches and role models.

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Level Key #3 Vision and Executive Sponsorship

Few team members know or understand the direction of the organization. Strategic objectives and actions are
1 unknown by team members.

Vision communication to the team is limited to slogans or posters on the bulletin boards. Strategic objectives
2 and actions are communicated from Corporate and passed on to team members. Team leaders have established
a local vision that is in alignment with the companys Envisioned Future.

Leaders are visibly helping team members establish a connection to the company and its functional vision.
3 Leaders link team metrics and improvement initiatives with the vision. Team members contribute to this process
and occasionally receive communication about it. Appropriate components of the Business Strategy Review
(BSR) and Annual Operating Plan (AOP) are presented to team members.

There is a frequent and effective forum for all team members to discuss the vision and what it means to them
4 personally. Leaders consistently use the vision as an effective means to inspire team members. Efforts are made
to link team actions to the BSR and AOP.

Team members are able to state or paraphrase the vision. The vision is readily accessible to team members.
5 Teams use the vision as a means to challenge the status quo and set new levels of performance. Teams are
successful at linking actions to the BSR and AOP.

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Level Key #4 Objectives and Ownership

No departments or teams have goals and objectives. Teams are unable to determine level of accomplishment.
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Few departments or teams have goals and objectives. Goals are primarily set by leaders. Annual performance
2 expectations are communicated to team members at the beginning of the year. Performance is reviewed at the
end of the year with the team. Team goals and objectives are sometimes achieved.

Most team members and teams set their own goals and objectives, which align with business and functional
3 goals, and communicate them. Mid-term reviews are regularly conducted with team members to adjust efforts
and impact results. At least 50% of the Business Excellence 20 Keys action plan objectives are
achieved on time.

The team is encouraged to challenge the effectiveness of the strategies and is given the opportunity to develop
4 new strategies. Performance is reviewed with team members quarterly. At least 90% of the
Business Excellence 20 Keys action plan objectives are achieved on time.

Goals and objectives are reviewed and discussed frequently in team and staff meetings. Team members accept
5 full ownership of clearly defined objectives and are proactive to close the gaps and continue monitoring and
improving goals. 100% of the Business Excellence 20 Keys action plan objectives are achieved on time.

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Level Key #5 Communication

No defined communication system exists for the team. Team members do not have clear objectives or
1 completely understand their job responsibilities. Expectations of leadership are unclear to team members.
Company direction is not clearly understood by team members. Team members do not have the opportunity to
ask questions and obtain feedback on job performance. Visual displays are rarely, if ever, used by the team.

There is limited communication with the team. A minimum level of information about company goals and
2 objectives is communicated to the team. Open channels of communication for the team are not formalized.
Communication meetings for the team are ad hoc and often cancelled. Team members have limited
understanding of their link to company direction. Leader accessibility for the team is minimal. Visual displays for
the team are not regularly updated or used effectively. Team members receive infrequent feedback on their job
performance.

Communication for the team is mostly informal, but does occur. Leaders provide key information and feedback
3 that enables team members to understand their personal roles and that of their company. Communication
meetings are held on a regular basis for the team and provide no opportunity for discussion. Team members are
able to perform job responsibilities with acceptable level of information and feedback. Visual displays are used
effectively by team members and track key indicators.

Communication for the team takes place both informally and formally. Team members can rely on frequent
4 information from leaders and other team members. Communication occurs in various forms teams meetings,
one-on-ones, etc. Team members clearly understand their contribution to the company and are comfortable
seeking and providing information. Visual displays are updated regularly and used by all team members to tell a
clear and compelling story.

A formal communication system for the team is in place and flows in all directions. Communication meetings for
5 the team occur regularly, are productive and provide for open discussion. Leaders of the team are approachable
and available. Team members can easily make the connection between personal objectives, company objectives
and company direction. Leaders of the team frequently offer perspective and interpretation, and provide valuable
feedback and reinforcement.

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Level Key #6 Learning and Skills Development

Learning and training are a low priority for the team. Team members and teams do not have training
1 and development plans. Training for the team is primarily in reaction to problems. Training for the
team is not tracked. Most training for the team is focused on individual development and/or
information sharing.

Skills competency profiles are developed for some positions on the team. Skill assessments are being initiated
2 for some team members. No formal method exists to ensure team members are cross-trained to support other
positions. Training effectiveness is not analyzed by the team. Each team member has at least 20 hours of
formal training per year targeted at career development.

All positions on the team have skills competency profiles. Assessments against performance and skills
3 competencies profiles for the team are the basis for individual training and development plans. Training plans for
the team are established, but are not always achieved. There is a formal method to ensure cross-training and
back-up for positions on the team. Each team member has at least 30 hours of formal training per year
targeted at career development.

Team members consistently evaluate their performance, and actively discuss opportunities to improve and then
4 establish action plans. Succession planning and career planning for the team are closely linked. The team is
encouraged to assess value streams within its responsibilities to identify opportunities and eliminate waste. The
team regularly cross-trains other teams. Training plans for the team are consistently achieved. Development
Plans for the team are a part of the Business Strategy Review (BSR) and Annual Operating Plan (AOP) process.
Each team member has at least 40 hours of formal training per year targeted at career development.

Learning and training are now a high business priority for the team. The team teaches other teams based on its
5 experiences. Training and development plans include opportunities for external learning, leaders actively
conducting training workshops, and skill versatility and cross-training. Each team member has at least 60
hours of formal training per year targeted at career development.

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Level Key #7 Meeting Effectiveness

Team meetings have little structure and tend to be disorganized. Attendees are often unprepared and unaware of
1 the team meetings purpose. Invitees are often not appropriately selected, based on the team meetings purpose
or intended outcome. Some team meetings are missed or canceled.
Team meeting roles are undefined. The team meeting process is beginning to be defined. The team is dependent
2 upon a facilitator. Many team members come unprepared and do not actively participate. Conflict is not well
managed by the team. Team meetings have agendas, but are still somewhat disorganized and lack a focused
purpose and outcome. The team does not yet use meetings effectively to identify improvement opportunities,
analyze functional and process metrics, and track process improvement implementation status.

Team meeting roles include leader, scribe, timekeeper and suggestion keeper. A facilitator assists the leader with
3 the team meeting process. Team members come prepared. The team works together to design its meeting-
management techniques. There is some difficulty handling conflict, and some team members may not actively
participate. Team meetings start on time. Agendas are generally followed, but team meetings still occasionally
run over. Team meeting minutes are published consistently. The team is beginning to use meetings to identify
improvement opportunities, analyze functional and process metrics, and track process improvement
implementation status.
Team meeting roles are effectively performed. Facilitator is used only when requested by the team. All team
4 meetings start and end on time, stick to the intended agenda and use structured discussion and brainstorming
techniques. Team members are actively resolving conflict. All team members actively participate. The team uses
meetings effectively to identify improvement opportunities, analyze functional and process metrics, and track
process improvement implementation status. The agenda for the next team meeting is defined at the end of the
current meeting. Meeting effectiveness is periodically reviewed.

The team meetings held in various formats regularly facilitate continuous improvement. Team meeting roles are
5 rotated regularly. Facilitator is not required. Team meetings always start and end on time, have published
agendas and are results-oriented. Team members use meeting techniques regularly and effectively. Discussions
are focused on team goals and objectives. Conflict may still arise, but is handled effectively by the team. Team
members are always prepared and leave meetings clearly understanding their tasks. Team meeting effectiveness
is reviewed at the end of each meeting. Quality of team meetings is continually improving. Team members can
teach others about meeting effectiveness. Team members are able to schedule additional meetings, as needs
arise.

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Level Key #8 Waste Elimination and Lead-Time Reduction

There is no evidence of leader involvement in continuous improvement for the team. Team members have little
1 or no understanding of concepts or use of tools to identify and eliminate waste in the workplace, reduce lead
time and unnecessary work, etc. Work is performed as it always has been, without attempts by team members
to re-examine potential improvements.

Critical processes and administration activities of the team are being identified. The teams leaders are beginning
2 to support continuous improvement. Unnecessary work activities are starting to be identified by team members.
At least 50% of leaders and team members have been trained in a Process Improvement Event (PIE)
(includes the 4-day ArvinMeritor Performance System workshop, 2-day Business Process
Improvement [BPI] workshop, or 5-day Continuous Improvement [CI] Event). Lead-time reduction
of at least 30% is achieved on at least one critical business process.

Leaders of the team actively support continuous improvement. Most functional business processes are mapped
3 by team members. Non-value added activities are identified and either eliminated or agreed to, as necessary.
Some critical cross-functional business processes are being mapped and improved by team members. At least
75% of leaders and team members have been trained in a PIE. Lead-time reduction of at least 50%
is achieved on at least one critical business process.

All critical business processes are mapped. Non-value added activities are identified and either eliminated or
4 agreed to, as necessary, by team members. Leaders embrace continuous improvement, and coach and support
the team in its lead-time reduction efforts. 100% of leaders and team members have been trained in a
PIE. Lead-time reduction of at least 70% is achieved on at least one critical business process.

Team is recognized for best practice in waste elimination, lead-time reduction and cross-functional business
5 process improvement achievements. Team members mentor and teach others in waste elimination and lead-
time reduction concepts. Lead-time reduction of at least 70% is achieved on multiple critical business
processes.

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Level Key #9 Problem-Solving and Problem-Avoidance

Problem-solving and problem-avoidance tools are not used by the team. Problems are addressed in reactive
1 mode only by the team. Level of internal and/or external customer satisfaction is unknown to the team. No
customer performance feedback is in place for the team.

Some effort to train team members in problem-solving and problem-avoidance tools is evident. (e.g., cause-
and-effect diagrams, etc.) Reactive problem-solving is still prevalent on the team. Internal and/or external
2 customer satisfaction is starting to be tracked by the team, but significant variation in performance still exists.

Most team members are trained in problem-solving and problem-avoidance tools. Problem-solving by the team
3 focuses on prevention, error-proofing and variation reduction. Internal and/or external customer satisfaction is
regularly tracked by the team and used for improvement action planning. Causes of variation in performance are
being identified by team members. Visual evidence indicates several problem-solving tools are being utilized by
team members.

4 All team members are trained in problem-solving and problem-avoidance tools. Internal and/or external
customer satisfaction is improved through action planning. Causes of variation in performance are being
systemically eliminated. Problem-solving effectiveness is verified with internal data (Business Operating System
[BOS] Charts). Successful problem-solving solutions are shared with other teams. Appropriate tools are
routinely used in problem-solving activities.

Problem-solving and problem-avoidance tools are integrated into the teams business processes. Sources of
5 variation are identified and eliminated by the team, and solutions are verified. Internal and/or external
customers and suppliers are active in problem-solving and error-proofing activities with the team. The team is
recognized by its internal and/or external customer for its performance. Team members can provide coaching in
problem-solving tools to other teams. Problem-solving and problem-avoidance has become a core competency of
the team. Problem-solving effectiveness of the team is verified by external customer feedback.

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Level Key #10 Employee Involvement and Idea Implementation

No system is in place to support teams. Team members are expected to only do their primary responsibilities. If
1 improvement suggestions are made, there is no procedure for getting a response and no expectation that ideas
will be implemented. Leaders drive most improvement initiatives.

Suggestion forms have been introduced to the team for capturing improvement ideas. Feedback on suggestions
2 to the team is not consistent. 100% of employees are members of the team. At least 50% of leaders
and team members have been trained in Employee Involvement. At least 3 suggestions per team
member are submitted per year, with at least 50% implementation.

Team members begin to participate in implementing suggestions and tracking ideas. Improvement suggestions
3 are documented by the team members and posted on the Primary Visual Display or equivalent. At least 75%
of leaders and team members have been trained in Employee Involvement. At least 10 suggestions
per team member are submitted per year, with at least 75% implementation.

Team decides on majority of ideas. Some implementation is planned and carried out by the team. Team
4 members drive suggestion implementation. Majority of ideas are implemented by the team. 100% of leaders
and team members have been trained in Employee Involvement. At least 15 suggestions per team
member are submitted per year, with at least 85% implementation.

Team researches and cost-justifies suggestions to be implemented. All ideas and work changes within the teams
5 control are planned and implemented by the team. Team members and leaders work together to make
implementation seamless. Teams work with other teams to attain company goals. Team displays characteristics
of being self-directed. At least 24 suggestions per team member are submitted per year, with at least
85% implementation.

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Level Key # 11 Project Management

There is limited evidence that project management tools (RACI [Responsibility, Accountability, Consult, Inform]
1 Chart, Gantt Chart, Timeline) are used by the team. Work activities are not fully or formally planned by the
team. There are no guidelines for project management for the team. Team projects do not necessarily have
leaders.

Project management tool training is evident on the team. Project management tools are used in some cases by
2 the team. Commitments for resources are sometimes adhered to by the team. Project plans are evident for the
team, but generally lack sufficient detail. The project scope has been identified by the team.

Projects are formally planned and documented by the team. Project leaders track project activities, resources
3 and deliverables for the team. Project leaders on the team have sufficient formal training to perform their duties.
Project teams are organized to fulfill a specific objective.

Project management tools are in place and in wide-scale use by the team. Projects for the team feature
4 disciplined start-up, execution and closure. Project team members are well-trained and many are rotated from
membership to leadership roles. Project teams are effectively meeting their objectives.

All phases of project management are conducted by the team in a highly structured, disciplined environment.
5 Use of lessons learned from other projects is a common practice by the team. Project team members have a
project mentality engrained in their behavior. Business management has a high degree of confidence that
project leaders and teams deliver on their commitments. The team is recognized for its performance. Team
members can provide coaching in project management tools to other teams.

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Level Key #12 Value Chain Management

Internal customers of the team have difficulty getting problems resolved. Fire-fighting is the basic approach to
1 problem resolution.

Internal customers are identified by the team, with understanding of customer expectations based on prior
2 problems. Internal suppliers are identified by the team, and expectations are communicated to them. Customer
satisfaction assessment is being developed by the team, but is not yet fully implemented. Metrics are being
developed by the team to monitor progress.

Goals are developed by the team to meet customer expectations, with regular communication to review
3 progress. Customers communicate problems and performance feedback to the team. Metrics performance
improvement of the team reflects greater internal customer awareness. Customer satisfaction is being assessed
regularly by the team. Metrics are tracked by the team and communicated to the customer. Requirements are
not continually or completely met by the team.

Internal suppliers and customers of the team work together to identify and eliminate waste within the value
4 chain. Team members interact with internal customers and suppliers at all levels. Customer satisfaction
assessment is completed by the team. Metrics are tracked by the team and communicated to the customer.
Requirements are consistently met by the team.

Customer and supplier concerns are addressed proactively by the team to find preventive solutions. Repeat
5 problems are rare for the team. The team is considered to have a best practice in supplier-customer cooperative
relationship. Leaders of the team provide guidance to other teams to assist their development.

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Level Key #13 - Teamwork and Recognition

There is no teamwork. Team members work together, but primarily as individuals. There is no recognition
1 system in place for the team.
Team charters and/or goals are defined by the leader. Awareness of team-building and team development
2 exists. Team leaders recognize efforts of team members, but sporadically. Recognition of team members is
targeted at individual performance. Recognition of team members is informal. Success criteria for recognition
is defined by the leader, but not well understood by team members. Recognition efforts have a minimal impact
on team member motivation.

Team charters and goals are evident and developed by the team. Some team-building occurs. The team has
3 documented a plan to improve teamwork. Team leaders recognize efforts of team members periodically.
Recognition of team members is targeted at individual and team performance. Recognition of team members is
formal but not timely. Success criteria for recognition is defined by the leader and communicated to team
members. Recognition efforts have a positive impact on team member motivation.
The team focuses on improving its effectiveness through achievement of charters and goals. Team-building
4 occurs regularly. The team has implemented a plan to improve teamwork. Leaders and team members
recognize other team members frequently. Recognition of team members is targeted at individual, team, and
site or corporate function performance. Recognition of team members is formal and timely. Success criteria for
recognition is defined by the leader and team together. Recognition efforts have a memorable impact on team
member motivation. Recognition events for the team are communicated. Best practices are shared with other
teams within the site or corporate function.
Teamwork is evident and effective. Team-building efforts are frequent. The team continuously looks for ways to
5 improve. Senior leaders, leaders, and team members recognize other team members frequently. Recognition of
team members is targeted at individual, team, site or corporate function, and business group or company
performance. Recognition of team members is real-time. Success criteria for recognition is standardized.
Recognition efforts have a monumental impact on team member motivation. All team members seek out and
appreciate constructive feedback. Team recognition is part of the culture on the team. Best practices are shared
with other teams from other sites or corporate functions.

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Level Key # 14 Metrics and Measurement

There is little or no measurement of the critical inputs and outcomes of the team. Critical processes have not
1 been identified by the team.

Initial efforts are underway to assess the performance of critical processes of the team and to establish metrics.
2 Some performance data is available to the team, but is not easily accessible, understood or used to generate
improvement activities. Little or no effort is taken by the team to look for best practices.

The team understands all of the major factors of its processes that influence customer satisfaction and have
3 established measures of these factors. Metrics are continuously tracked by the team, and updated and posted
on visual display board or the equivalent. Performance data is accessible to the team and understood.
Performance data is used to generate some improvement activities. Information is gathered by the team on
best practices.

Critical process metrics are understood by all team members and are reviewed regularly at team meetings. Goals
4 are set by the team-based on benchmarking best practices and are used to drive process improvement. Goals for
the team are clearly aligned with strategic objectives and the customers needs. Performance data for the team is
easily accessible and used to generate improvement activities.

Critical process metrics are seamlessly tracked and reviewed regularly by the team. Metrics are understood by
5 the team and reported. A structured problem-solving methodology is used to continuously improve performance
of the team against metrics. The team proactively revises goals upon meeting or exceeding Annual Operating
Plan, Business Strategy Review or team performance expectations.

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Level Key # 15 Information Systems Management

Critical information is not available, making it difficult for team members to make informed decisions. There is
1 no plan in place to install or upgrade the systems supplying information to team members. There is no record-
retention system for the team.
Information is available to team members, but is not always accurate or available in a timely manner. There is
2 too much manual effort involved in the information-generating and information-retrieval process for the team.
Critical processes to be mapped have been identified. A record retention system is being developed by the
team.

Basic information is provided accurately and on a timely basis to the team, with appropriate backup procedures
3 in place. Information is periodically reviewed by the team, and steps are taken to eliminate information that is
not used. Current and future state maps for selected critical processes are created. Action plans have been
established to achieve future state maps. A record-retention system is implemented by the team.

Strategic information is made available to the team for decision-making on a timely basis and is always
4 accurate. Some level of analyses accompanies the information to the team. Team members are surveyed to
determine if they are receiving pertinent information. Action plans are completed and the future state for
selected critical processes has been achieved. Once processes are mapped, an annual review should occur to
ensure accuracy and to identify further improvement opportunities. Active documents and files of the team
comply with internal record-retention schedules.

A long-range plan is prepared and executed to demonstrate a commitment to enhancing the efficiency of
5 information that is provided to team members. All information needs of the team are provided in the most
efficient manner. A formal process exists for consistently identifying, mapping and implementing action plans
for critical processes. Active documents and files of the team comply with Corporate record-retention
schedules.

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Level Key # 16 Shareowner Value Mindset

There is a weak understanding of the units financial results. Forecasts are not accurate, and budgets are
1 frequently overrun. Assistance is required to prepare the units budget.

Some team members understand the financial results of the unit, but do not share this information with the
2 entire team. Team and project budgets are prepared without outside assistance. Some projects, but not all, have
budgets that are monitored and reported against by the team. At least 50% of team members have been
trained in Creating Shareowner Value.

All team members have a basic understanding of the costs they control, but do not have strong grasp of what
3 drives shareholder value. Budgets are prepared by the team, without outside assistance, and are adhered to.
There are periodic discussions by the team and projects focus on enhancing revenues and reducing costs. The
team has identified an action plan for creating shareowner value. At least 75% of team members have been
trained in Creating Shareowner Value.

All team members have a good understanding of the costs they control and what drives shareholder value.
4 Forecasts are accurate, and team budgets are adhered to. The teams leaders actively work to increase the
teams business literacy through formal and informal training sessions, as well as through performance
appraisal feedback. All team members have mastered content in the Creating Shareowner Value training. The
team has implemented its action plan for creating shareowner value. 100% of team members have been
trained in Creating Shareowner Value.

All team members understand their impact on the units budget and are informed of actual results on a regular
5 basis. Team members also understand how their actions impact other parts of the company, and there is evidence
that they work with those units to drive improvements in shareowner value. The team is focused on increasing
revenues, reducing costs and improving cash flow through their actions (e.g. staff meeting agendas, visual
displays, quantified improvements, all projects completed within budgets).

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Level Key #17 Social Responsibility

There is little or no effort by team members to support social responsibility through community involvement.
1 There are no team or team member goals established. There is minimal participation by team members in
community activities. There is no leader or team member commitment or participation in the site
Environmental Management System (EMS).

Social responsibility goals appear on leaders and team goals. Some team members and the team are active in
2 the community. Site EMS goals appear on the leaders and team goals. Goals of the team address the
minimization of waste, energy conservation and prevention of pollution.

Social responsibility goals appear on team members, leaders, and team goals. Team members and the team are
3 active in the community and recognized for their community involvement. Leaders of the team are partially
measured on their attainment of these goals. Team members and the team are becoming active in
implementation of waste reduction, energy conservation and pollution prevention activities. Team members and
the team are also engaged in improving the worksite environment through recycling of waste and site
beautification.

Social responsibility goals appear on team members, leaders, and team goals. Team members serve in
4 community leadership roles and participate in community initiatives that are aligned with business interests
and team member goals. Teams are recognized for measurable improvements in waste minimization, energy
conservation and pollution prevention. Team members and the team are becoming leaders and champions for
both workplace and community environmental projects.

Social responsibility participation by the leader and team members is highly linked to community initiatives and
5 advancing business interests. Social responsibility goals appear on all team members, leaders, and team goals,
and reinforce our companys position as a good corporate citizen. Team members and the team are recognized
inside and outside the company for attainment of both workplace environmental goals and participation in
community environmental projects.

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Level Key # 18- Team Measure (Guideline)

Key should be selected by the team with consideration for impact on customer satisfaction, cost,
1 lead-time or quality. Key should be within teams control, include a measure of the teams process
and have potential for improvement.
Level 1 should refer to the unawareness of the Keys impact on customer satisfaction. Little or no effort to
improve.

2 Level 2 should refer to the identification and awareness of the Keys impact on customer satisfaction. The team
is beginning to develop a map of the process and a metric for establishing current performance. A methodology
for tracking is being discussed.

3 Level 3 should refer to initial improvement of the Key. Training is received. The team has established a process
map and has identified an action plan. A metric is established and a method for tracking is implemented. A
Business Operating System (BOS) Chart, or equivalent, is used to analyze root causes and target improvement
activities. An initial performance improvement target should be identified.

4 Level 4 should refer to the implementation of the action plan and reflect significant improvement. The team has
removed waste and reduced variation. A BOS Chart is effectively used to address root causes. A significant
performance improvement target should be identified.

5 Level 5 should refer to excellence. The team has eliminated significant waste and established process control.
A stretch performance improvement target should be identified.

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20 Keys of Business Excellence BE 20 Keys

Level Key # 19- Team Measure (Guideline)

Key should be selected by the team with consideration for impact on customer satisfaction, cost,
1 lead-time or quality. Key should be within teams control, include a measure of the teams process
and have potential for improvement.
Level 1 should refer to the unawareness of the Keys impact on customer satisfaction. Little or no effort to
improve.

2 Level 2 should refer to the identification and awareness of the Keys impact on customer satisfaction. The team
is beginning to develop a map of the process and a metric for establishing current performance. A methodology
for tracking is being discussed.

3 Level 3 should refer to initial improvement of the Key. Training is received. The team has established a process
map and has identified an action plan. A metric is established and a method for tracking is implemented. A
Business Operating System (BOS) Chart, or equivalent, is used to analyze root causes and target improvement
activities. An initial performance improvement target should be identified.

4 Level 4 should refer to the implementation of the action plan and reflect significant improvement. The team has
removed waste and reduced variation. A BOS Chart is effectively used to address root causes. A significant
performance improvement target should be identified.

5 Level 5 should refer to excellence. The team has eliminated significant waste and established process control.
A stretch performance improvement target should be identified.

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 KYB001

20 Keys of Business Excellence BE 20 Keys

Level Key #20 Employee-Valued Culture

There is little or no awareness of implemented practices and programs available to team members that would
1 support an employee-valued culture. Diversity is viewed as a compliance issue by team leaders. Work/life
balance issues are not acknowledged by team leaders. Team members are not encouraged to advance or
broaden their careers. A learning and development culture is not supported by team leaders. Team members do
not understand their contribution to the company, the goal-setting process or the linkage to performance and
rewards. Team members have limited awareness and understanding of Ethics policies and practices.
Team members are beginning to understand that diversity is about all people. Leaders and team members are
2 aware of work/life balance issues. Leaders are beginning to see the career development of team members as a
benefit to the company, but limited opportunities exist for team members. Team members have a limited
understanding of goal-setting, developmental objectives, and the link of performance to rewards. 100% of team
members have been trained in and adhere to Ethics policies and standards.
Team members are beginning to participate in local diversity initiatives. Work/life balance issues are beginning
3 to be addressed, and leaders are willing to consider alternatives proposed by team members. Leaders and team
members proactively discuss career opportunities. Leaders are committed to providing opportunities for each
team member to maximize potential. Leaders regularly communicate and educate team members about goal-
setting, business direction and the link of performance to rewards. Leaders give and receive feedback in one-
on-one meetings with team members. Ethics are demonstrated and reinforced by team members.
Leaders and team members are actively engaged in local diversity initiatives. Team members unique skills and
4 experiences are utilized. Work/life issues are attended to and, where appropriate, initiatives are piloted by the
team. Career development of team members is seen as a way to strengthen the company. All team members
have a clearly defined development plan, supporting the long-term strategies of the company. Leaders and
team members collaborate to create team goals. Leaders actively communicate and teach leadership values
and behaviors. The team is seen by other teams as demonstrating ethical behavior.
Diversity initiatives are integrated into team culture and practices. The Diversity Local Network is used to
5 share best practices. Work/life balance plans are in place to meet team member and business needs. Team
members are aware of internal career opportunities and feel comfortable pursuing them. Career development
of team members is seen as a business imperative. Goal-setting for the team is cross-functional. Leaders and
team members demonstrate leadership values and behaviors. Leaders of the team are teachers. The team is
recognized for operating with the highest standards of ethical conduct.

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