Business Development Matrix

ENABLERS

RESULTS

STEP LEADERSHIP POLICY & STRATEGY PEOPLE MANAGEMENT RESOURCES processes CUSTOMER SATISFACTION PEOPLE SATISFACTION IMPACT ON SOCIETY BUSINESS RESULTS

10 All managers are proactive in sustaining continuous improvement. Mission and business policy statements cover the whole of the business, and everyone understands them. All actions are directed towards realising the full potential of all employees. The organisation's resources are deployed effectively to meet policy and strategy objectives. Key value added processes are understood, formally managed and continuously improved. There is a positive trend in customer satisfaction. Targets are being met. There are some Benchmarking targets across the industry.
Regular comparison with external companies show employee satisfaction is comparable with other companies and has improving trends. Views of local society are proactively canvassed Results are fed back into the Company's policies There are consistent trends of improvement in 50% of key results areas Some results are clearly linked to approach

9 Managers are able to demonstrate their external involvement in the promotion of quality management as a business philosophy based on their own experience. A process is in place to analyse competitor business strategy and modify unit plans as a result, in order to develop and sustain a competitive advantage. Employees are empowered to run their business processes. A process is in place to identifv additional resources which can be used to strengthen competitive advantage The existence of a formal quality management system can be demonstrated. 75% of customer satisfaction targets are being met. Results indicate that employees and their families feel integrated into work environment. Benchmarking has started for 25% of the impact on society targets. All targets are being met and showing continuous improvement in 25% of trends.

8 Managers have a consistent approach towards continuous improvement across the unit The policy and strategy processes are benchmarked. The Human Resource Plan for the unit supports the Company's policy strategy for continuous improvement. A system is in place to review and and modify the allocation ot resources based on changing business needs. Process performance is demonstrably linked to customer requirements. 50% of customer satisfaction targets are being met. Results indicate that people feel valued for their contribution at work 50% of impact on society targets are being met. 75% of targets have been achieved. Able to demonstrate relevance of key results areas to
business.

7 The management team are proactive in valuing, recognising and rewarding all employees for continuous improvement. A process is in place to modify policy and strategy as a result of business and operational information. A process is in place to encourage creativity and innovation amongst all employees. A process is in place for identifying, assessing and evaluating new technologies and their impact on the business.
A mechanism is in place for developing and using appropriate measures which evaluate key processes. All employees understand targets relating to customer satisfaction. Results indicate that people can express their feelings confidently and openly. Results are linked to environ and social policy. Policy is reviewed. Performance against others in the industry is compared and targets are reset.

6 Managers are visibly involved in the development and support of improvement teams and act as champions.
A process is in place to assess the continuing relevance of plans as a result of business and operational information. Improvement teams have been established and supported Systems are in place to track, monitor and review targeted areas to reduce all other waste including time and rework The process results are reviewed and fed back into the improvement cycle. The drivers of customer satisfaction have been identified and are used to modify targets. Targets are set in key improvement areas and are published. There is an increased public awareness of policies Improving and adverse trends have been identified, understood and linked to Enablers.

5 A process is in place to ensure managers are working with customers' and suppliers, and that the effectiveness of this process can be assessed. The unit has policy statements and strategy that cover the 9 EFOM Business Improvement Matrix headings. Training and development needs are regularly reviewed for all employees and teams. Skill gaps relevant to personal aspirations and business needs are identified. Systems are in place to track, monitor and review targeted areas to reduce material waste. An improvement mechanism for key value added processes has been implemented. Compare customer satisfaction levels within the Company. Results have positive trend and some are meeting targets. Trends are established. Positive and negative trends are understood. Parameters measured are relevant to employees. There are consistently improving trends in relevant results areas. 50% of internal targets have been met.

4 A process is in place to ensure managers are visibly involved as role models in business improvement within the unit. The effectiveness of the process is reviewed. A process exists, and is reviewed, which promotes a clear understanding of the Company's and unit's mission, CSF and policy statements, so that everyone knows and understands these. An effective appraisalsystem is in place for all employees. A process is in place to manage the dissemination of relevant information to customers, suppliers and employees. An improvement mechanism has been identified and targets for improvement have been set. The relevance of targets to customer satisfaction can be demonstrated. The effectiveness of two-way internal communications is mea sured. Local perceptions and needs are researched and targets are set for improvement. Trends are compared against the unit's goals and financial objectives.

3 A process is in place to ensure mutual understanding of business issues through two-way communication both vertically and horizontally throughout the unit. A process is in place to collect relevant external information to enable a review of CSFs and business plans. A process is in place for two-way communication of business information within the unit. Partnerships with suppliers are being developed to jointly improve quality, delivery and performance. The effectiveness of existing value added processes is assessed. Targets are set for improvement. Data is used to plot trends for employee satisfaction. Employees' awareness of relevant results areas is measured. Relevant results are communicated to all employees and key results are published
regularly.

2 A process is in place to create and continually increase an open awareness of business issues throughout the unit. A process is in place to collect relevant internal information to enable a review of CSFs and business plans. A public commitment has been given to develop all employees to achieve business goals. A process is in place to identify suppliers for key resources. Key value added processes are identified, flowcharted and/or documented. Ownership is established. Data is used to plot trends of customer complaints. Key measures of employee satisfaction have been identified. Trends are established, and a process is in place to track progress. A system exists for measuring and monitoring key results areas.

1 The management team have a process in place to develop their own awareness of the concepts of quality. The unit management team has developed a mission statement and critical success factors (CSFs). A process is in place to canvas and track employee opinions. A process is in place to identify what resources are available and how they are being deployed. The main processes within the business unit are identified. Customer complaints are logged, and reacted to on an ad hoc basis. Employee grievances are reacted to on an ad hoc basis. Result areas have been identified The unit's key financial and non- financial objectives have been identified.

STEP LEADERSHIP POLICY & STRATEGY PEOPLE MANAGEMENT RESOURCES processes CUSTOMER SATISFACTION PEOPLE SATISFACTION IMPACT ON SOCIETY BUSINESS RESULTS

ENABLERS

RESULTS

ENABLERS						RESULTS
STEP	LEADERSHIP	POLICY & STRATEGY	PEOPLE MANAGEMENT	RESOURCES	processes	CUSTOMER SATISFACTION	PEOPLE SATISFACTION	IMPACT ON SOCIETY	BUSINESS RESULTS
10	All managers are proactive in sustaining continuous improvement.	Mission and business policy statements cover the whole of the business, and everyone understands them.	All actions are directed towards realising the full potential of all employees.	The organisation's resources are deployed effectively to meet policy and strategy objectives.	Key value added processes are understood, formally managed and continuously improved.	There is a positive trend in customer satisfaction. Targets are being met. There are some Benchmarking targets across the industry.	Regular comparison with external companies show employee satisfaction is comparable with other companies and has improving trends.	Views of local society are proactively canvassed Results are fed back into the Company's policies	There are consistent trends of improvement in 50% of key results areas Some results are clearly linked to approach
9	Managers are able to demonstrate their external involvement in the promotion of quality management as a business philosophy based on their own experience.	A process is in place to analyse competitor business strategy and modify unit plans as a result, in order to develop and sustain a competitive advantage.	Employees are empowered to run their business processes.	A process is in place to identifv additional resources which can be used to strengthen competitive advantage	The existence of a formal quality management system can be demonstrated.	75% of customer satisfaction targets are being met.	Results indicate that employees and their families feel integrated into work environment.	Benchmarking has started for 25% of the impact on society targets.	All targets are being met and showing continuous improvement in 25% of trends.
8	Managers have a consistent approach towards continuous improvement across the unit	The policy and strategy processes are benchmarked.	The Human Resource Plan for the unit supports the Company's policy strategy for continuous improvement.	A system is in place to review and and modify the allocation ot resources based on changing business needs.	Process performance is demonstrably linked to customer requirements.	50% of customer satisfaction targets are being met.	Results indicate that people feel valued for their contribution at work	50% of impact on society targets are being met.	75% of targets have been achieved. Able to demonstrate relevance of key results areas to business.
7	The management team are proactive in valuing, recognising and rewarding all employees for continuous improvement.	A process is in place to modify policy and strategy as a result of business and operational information.	A process is in place to encourage creativity and innovation amongst all employees.	A process is in place for identifying, assessing and evaluating new technologies and their impact on the business.	A mechanism is in place for developing and using appropriate measures which evaluate key processes.	All employees understand targets relating to customer satisfaction.	Results indicate that people can express their feelings confidently and openly.	Results are linked to environ and social policy. Policy is reviewed.	Performance against others in the industry is compared and targets are reset.
6	Managers are visibly involved in the development and support of improvement teams and act as champions.	A process is in place to assess the continuing relevance of plans as a result of business and operational information.	Improvement teams have been established and supported	Systems are in place to track, monitor and review targeted areas to reduce all other waste including time and rework	The process results are reviewed and fed back into the improvement cycle.	The drivers of customer satisfaction have been identified and are used to modify targets.	Targets are set in key improvement areas and are published.	There is an increased public awareness of policies	Improving and adverse trends have been identified, understood and linked to Enablers.
5	A process is in place to ensure managers are working with customers' and suppliers, and that the effectiveness of this process can be assessed.	The unit has policy statements and strategy that cover the 9 EFOM Business Improvement Matrix headings.	Training and development needs are regularly reviewed for all employees and teams. Skill gaps relevant to personal aspirations and business needs are identified.	Systems are in place to track, monitor and review targeted areas to reduce material waste.	An improvement mechanism for key value added processes has been implemented.	Compare customer satisfaction levels within the Company. Results have positive trend and some are meeting targets.	Trends are established. Positive and negative trends are understood. Parameters measured are relevant to employees.	There are consistently improving trends in relevant results areas.	50% of internal targets have been met.
4	A process is in place to ensure managers are visibly involved as role models in business improvement within the unit. The effectiveness of the process is reviewed.	A process exists, and is reviewed, which promotes a clear understanding of the Company's and unit's mission, CSF and policy statements, so that everyone knows and understands these.	An effective appraisalsystem is in place for all employees.	A process is in place to manage the dissemination of relevant information to customers, suppliers and employees.	An improvement mechanism has been identified and targets for improvement have been set.	The relevance of targets to customer satisfaction can be demonstrated.	The effectiveness of two-way internal communications is mea sured.	Local perceptions and needs are researched and targets are set for improvement.	Trends are compared against the unit's goals and financial objectives.
3	A process is in place to ensure mutual understanding of business issues through two-way communication both vertically and horizontally throughout the unit.	A process is in place to collect relevant external information to enable a review of CSFs and business plans.	A process is in place for two-way communication of business information within the unit.	Partnerships with suppliers are being developed to jointly improve quality, delivery and performance.	The effectiveness of existing value added processes is assessed.	Targets are set for improvement.	Data is used to plot trends for employee satisfaction.	Employees' awareness of relevant results areas is measured.	Relevant results are communicated to all employees and key results are published regularly.
2	A process is in place to create and continually increase an open awareness of business issues throughout the unit.	A process is in place to collect relevant internal information to enable a review of CSFs and business plans.	A public commitment has been given to develop all employees to achieve business goals.	A process is in place to identify suppliers for key resources.	Key value added processes are identified, flowcharted and/or documented. Ownership is established.	Data is used to plot trends of customer complaints.	Key measures of employee satisfaction have been identified.	Trends are established, and a process is in place to track progress.	A system exists for measuring and monitoring key results areas.
1	The management team have a process in place to develop their own awareness of the concepts of quality.	The unit management team has developed a mission statement and critical success factors (CSFs).	A process is in place to canvas and track employee opinions.	A process is in place to identify what resources are available and how they are being deployed.	The main processes within the business unit are identified.	Customer complaints are logged, and reacted to on an ad hoc basis.	Employee grievances are reacted to on an ad hoc basis.	Result areas have been identified	The unit's key financial and non- financial objectives have been identified.
STEP	LEADERSHIP	POLICY & STRATEGY	PEOPLE MANAGEMENT	RESOURCES	processes	CUSTOMER SATISFACTION	PEOPLE SATISFACTION	IMPACT ON SOCIETY	BUSINESS RESULTS
ENABLERS						RESULTS