World-Class Performance Scorecard · World-Class Performance Scorecard Customer-Focused Innovation ... Regular monitoring and review of company-specific metrics by CEO and senior

World-Class Performance ScorecardCustomer-Focused InnovationDelivers new and better customer solutions at a faster pace than the competition.

Rate the importance of customer-focused innovation to your organization’s success over the next five years:

What best describes your measurement system for reviewing return from customer-focused innovation?

What percentage of sales is invested into new product development/R&D?

Approximately what percentage of annual sales are derived from products introduced in the past three years?

Rate your organizations progress toward world-class customer-focused innovation:

Highly important

Important

Average

Somewhat

Not important

54.5% 31.3%

10.3%

2.7%1.3%

Regular monitoring and review of company-specific metrics by CEO and senior staff with transparency and clarity throughout the organization

Regular monitoring and review of company-specific metrics by CEO and senior staff

Company-specific metrics monitored regularly by operations staff

Ad hoc monitoring of basic measures and ad hoc reviews

No measurement system per se or reviews

9.7%

18.0%

9.9%30.7%

31.7%

More than 10%

6-10%

1-5 %

Less than 1%

11.6%

15.1%

47.8%

25.5%

1.3%

Greater than 50%

26-50%

5-25%

Less than 5%

7.4%

19.3%

47.0%

26.3%

World-Class Progress

Good Progress

Average Progress

Some Progress

No Progress

9.5%

33.7%

36.9%

16.5%

3.4%

1

5

3 4

2

Advanced Talent ManagementGains competitive advantage through best practices in talent recruitment, development and retention.

Rate the importance of human capital acquisition, development and retention to your organization’s success over the next five years:

Rate your organization’s progress toward world-class human capital acquisition, development and retention:

Highly important

Important

Average

Somewhat

Not important

49.4% 32.1%

14.0%

3.2%1.3%


Good Progress

Average Progress

Some Progress

No Progress

5.1%

23.8%

40.1%

23.2%

7.8%

1 2

How many formal training hours are devoted annually to each employee?

What is your organization’s annual labor turnover rate (number of voluntary and involuntary separations/typical staffing level)?

What best describes your measurement system for reviewing return from human-capital acquisition, development and retention?

What is your value-added per employee?

40 or more

21-40

9-20

8 or fewer

9.7%

18.4%

43.0%

29.0%

1.3%

0%

0.1 - 1%

1.1 - 5%

5.1 - 10%

Greater than 10%

5.2%

17.9%

32.9%

28.1%

16.0%

Regular monitoring and review of company-specificmetrics by CEO and senior staff with transparency and clarity throughout the organization

Regular monitoring and review of company-specific metrics by CEO and senior staffCompany-specific metrics monitored regularly by operations staffAd hoc monitoring of basic measures and ad hoc reviewsNo measurement system per se or reviews

4.4%

18.2%

13.5%

35.7%

28.3%

Greater than $175,000

$125,001-$175,000

75,000-$125,000

Less than $75,000

10.2%

18.1%

39.4%

32.3%

3

5 6

4

Page 2

Systemic Continuous ImprovementAchieves recurring enterprise-wide productivity gains that exceed the competition.

Rate the importance of process improvement to your organization’s success over the next five years:

Rate your organization’s progress toward world-class processes and process improvement:

Highly Important

Important

Average

Somewhat

Not Important

61.1% 26.4%

9.8%

1.9%0.8%


Good Progress

Average Progress

Some Progress

No Progress

7.4%

34.5%

37.7%

16.9%

3.6%

1 2

What percentage of your workforce has been fully engaged in your organization’s specific improvement method/approach?

What percentage of deliveries reach customers in perfect order?

100%

76 - 99%

51 - 75%

26 - 50%

Less than 26%

8.9%

17.7%

18.0% 22.8%

32.6%

Greater than 98%

96 - 98%

91 - 95%

80 - 90%

Less than 80%

25.3%

26.5% 23.6%

16.0%

8.6%

3 4

Describe your customer’s satisfaction with your overall performance:

Strong loyalty to our products due to ongoing trust in our organization's people and capabilities

Preference for our products by virtue of price, quality and delivery performance

Indifferent to buying our product or the competitors'

Threatens to pull business because we don't match the competition

1.7%

46.0%47.1%

5.2%

1.3%

5

Page 3

By what percentage has productivity (i.e. value add) improved over the past three years?

Greater than 100%

76 - 100%

51 - 75%

26 - 50%

Less than 25%

1.0%5.0%

12.9%

33.0%48.1%

6

Systemic Continuous Improvement, continuedAchieves recurring enterprise-wide productivity gains that exceed the competition.

What best describes your measurement system for reviewing return from process improvements?

Regular monitoring and review of company-specific metrics by CEO and senior staffwith transparency and clarity throughout the organization





12.4%

22.7%

21.4%

28.2%

15.3%

7

Page 4

Extended Enterprise ManagementLeverages a flexible network of suppliers and partners to provide competitive advantages of speed, cost and quality.

Rate the importance of supply chain management and collaboration to your organization’s success over the next five years:

Rate your organization’s progress toward world-class supply chain management and collaboration:

Highly Important

Important

Average

Somewhat

Not Important

35.5%

31.3%

19.9%

8.5%

4.7%


Good Progress

Average Progress

Some Progress

No Progress

21.8%

40.3%

25.6%

9.4%

3.1%

1 2

How is your supply chain a competitive advantage in terms of flexibility and speed to the marketplace?

Strategic suppliers and customers are active participants in our operations, continuous improvement and product development efforts and participate fully in strategic planning, identifying and responding to new markets

Strategic suppliers and customers are active participants in our operations, continuous improvement and product development efforts

Suppliers regularly measured on cost, quality and delivery performance as well as total acquisition cost and “soft” qualities (e.g. trust, flexibility)

Suppliers regularly measured on cost, quality and delivery performance as well as total acquisition cost

Suppliers regularly measured on cost, quality and delivery performance

17.5%

31.5%

10.4%

35.8%

4.7%

3

What best describes your measurement system for reviewing return from supply chain management and collaboration?

4






5.7%

14.7%

18.3%

32.8%

28.6%

Page 5

Sustainable Product and Process DevelopmentIntegrates environmental best practices into company operations and product development to maximize competitive advantage.

Rate the importance of green/sustainability to your organization’s success over the next five years:

Rate your organization’s progress toward world-class green/sustainability:

Highly Important

Important

Average

Somewhat

Not Important

21.2%21.6%

15.7%

29.9%

11.6% World-Class

Good Progress

Average Progress

Some Progress

No Progress

14.8%

33.7%

21.7%

27.6%

2.3%

1 2

What percentage of your workforce is dedicated to reducing energy, material or emissions in your operations?

What is your annual reduction in energy per unit of product output?

More than 10%

6 - 10%

1 - 5%

Less than 1%

7.9%7.5%

35.3 % 49.4%

1.3%

More than 50%

26 - 50%

10 - 25%

Less than 10%

0.2%1.4%

13.8 %

84.7%

1.3%

3 4

What percentage of your products (by sales volume) are completely recyclable/reusable?

What best describes your measurement system for green/sustainability efforts?

100%

90 - 99%

76 - 89%

51 - 75%

Less than 50%

16.6%

10.7%

55.7%8.2%

8.8%

Regular monitoring and review of company-specific metrics by CEO and senior staff with transparency and clarity throughout the organization

Regular monitoring and review of company-specific metrics by CEO and senior staffCompany-specific metricsmonitored regularly by operations staff



2.1%

8.8%

7.8%

20.0% 61.3%

5 6

Page 6

Rate the importance global engagement to your organization’s success over the next five years:

Rate your organization’s progress toward becoming a world-class global player:

Highly Important

Important

Average

Somewhat

Not Important

18.3% 20.9%

19.6%

20.2%

21.1% World-Class

Good Progress

Average Progress

Some Progress

No Progress

16.8%

31.3%

29.0%

18.5%

4.4%

1 2

Global EngagementSecures business advantages through people, partnerships and systems capable of engaging global markets, talent and resources.

By what percentage has dollar volume of sales outside the United States changed in the past three years?

In how many countries outside the United States does your organization have sales and/or distribution facilities?

Greater than 100%

51 - 100%

26 - 50 %

Less than 25%

3.1%4.1%

15.8%

77.0%

1.3%

More than 10

6 - 10

1 - 5

None

8.7%4.8%

23.7% 62.9%

1.3%

3 4

What best describes your measurement system for reviewing return from global engagement?






2.7%

13.1%

7.9%

16.5%59.8%

5

Page 7

To what extent does your geographic region in Wisconsin have the support services, peer groups, training opportunities and resources available to support the following?

Engaged people/human capital acquisition, development and retention:

Full Support

Good Support

Average Support

Minimal Support

No Support

26.1% 20.9 %

10.3%

32.7%

10.1%Full Support

Good Support

Average Support

Minimal Support

No Support

29.4% 23.5 %

6.5%

31.7%

9.0%

1 2

Going ForwardWith respect to the six attributes of Next Generation Manufacturing, Wisconsin businesses answered the following question:

Customer-focused innovation:

Supply chain management and collaboration:

Global Engagement:

3

5

4

6

Superior process/improvement focus:

Green/sustainability:

Full Support

Good Support

Average Support

Minimal Support

No Support

33.3%

17.2%

6.7%

28.9%

13.8%

Full Support

Good Support

Average Support

Minimal Support

No Support

14.8%

29.1%

16.5%

33.0%

6.7%

Full Support

Good Support

Average Support

Minimal Support

No Support

27.0% 23.1%

8.0%

34.4%

7.5%

Full Support

Good Support

Average Support

Minimal Support

No Support

11.6%

31.9%

20.7%

30.4 %

5.4%

2601 Crossroads Drive, Suite 145 Madison, WI 53718-7923 Phone: 877-856-8588 Email: [email protected]

The NGM Wisconsin Manufacturing Study was prepared under an award from the U.S. Department of Commerce Economic Development Administration, EDA Project # 06-79-05144. Disclaimer: This publication was prepared by the MPI Group for the Wisconsin Manufacturing Extension Partnership. The statements, conclusions, and recommendations are those of the author(s) and do not necessarily reflect the view of the Economic Development Administration.

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World-Class Performance Scorecard · World-Class Performance Scorecard Customer-Focused Innovation ... Regular monitoring and review of company-specific metrics by CEO and senior