1. Customer Delivery Performance

Customer service is not formally recorded.
Performance Information is available, but not reviewed within the business.
Information is used to manage and monitor business performance.
Customer Service targets are agreed between the supplier and customer.

2. New Product Lead-time

Projects are managed informally and there is limited managerial monitoring.
Projects are prioritised on a formal basis with regular reporting and management review of progress.
Projects are driven by the Business strategy, with forward planning of resources using systematic and formalised reporting systems.
Projects are managed using a formalised auditable design system, containing regular milestones, monitors for costs and required design outcomes.

3. Employee Training

The company reviews its training needs on an informal basis.
The company has formal systems for assessing training needs.
The company can demonstrate formal training systems which are coordinated across the business.
The company’s approach commences with the needs of the Business Plan.

4. Safety

The company has systems for monitoring accidents that meet minimum legal requirements.
The company reviews its safety performance on an ad hoc basis.
The company can demonstrate formal systems for evaluating safety performance.
The company uses an externally audited formal safety management system.

5. Quality

No formal systems are used to monitor quality.
A formal quality procedure is used for monitoring quality.
An externally monitored quality system is used, with internal management review and action plans.
The business uses an externally monitored quality system as part of its business strategy. The operation uses appropriate tools to improve performance.

6. Overall Equipment Effectiveness

There is limited formal monitoring of the key plant performance metrics.
There is formal monitoring of key Performance Metrics but the information is not widely circulated.
Key Performance Metrics are used by management to identify opportunities to take the business forward in line with the business strategy.
Metrics are generated, owned and displayed by shop floor teams and used by them to improve plant performance in line with the business strategy.

7. Material Wasteage

The company has informal systems to monitor material wasteage.
The company actively manages its internal production waste and takes steps to minimise waste.
The company fully identifies and measures waste outputs, using a "Mass Balance" approach.
The company works both with suppliers and customers to reduce overall environmental impact.

8. Supplier Performance

Supplier performance is not formally recorded.
Supplier performance Information is available but is it is not reviewed within the business.
The information available is used to manage and monitor suppliers’ performance.
A supplier ‘Service Level Agreement’ is agreed between the supplier and the business.

9. Stock turns

Business accounts record the level of inventory on a monthly basis.
Inventory levels are managed in accordance with general accounting policies.
Inventory levels are proactively managed in response to customer demand using computer systems.
Forward demand information is jointly shared using ICT systems between customer and supplier.

10. Value Added per employee

Value Added is not used as a concept by the business, only costs are examined.
Management review and design processes to maximize Value Added.
All employees understand Value Adding activities and are actively encouraged to become involved in waste elimination activities.
Value Added is viewed from a customer perspective and all the business activities are undertaken from this perspective.

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