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[null,"What Good Looks Like Characteristics"]
[null,"Maturity Levels"]
[null,null,null,1,2,3,4,5,"Maturity Score"]
[null,"Characteristics","Description","Initial","Repeatable","Defined","Quantitatively Managed","Optimized",null,null,"Evaluators Scores"]
[null,null,"Bullets from WGLL","Business rhythm is unpredictable, poorly controlled, reactive.","Supplier Excellence Imperatives are planned, documented, performed, monitored, and controlled.  Often reactive.","Supplier Excellence Imperatives are well characterized and understood and embraced at all levels of the company.  Proactive.","Supplier Excellence Imperatives are integrated into the company culture and controlled using statistical and other quantitative techniques","Supplier Excellence Imperatives are continually improved through incremental and innovative technological improvements",null,null,"Quality","Operations","Procurement","Engineering","Program Management","comments"]
[null,"Engaged Leadership","Emphasize flawless execution will lead to orders, sales, profit, and protection of brand name/reputation","No or limited communication from senior leadership to employees about executing flawlessly.","The company has a \"flawless execution\" policy and  Vision written down and is it visible on the company walls or ID cards.  Employees are not ambivalent to the flawless execution mantra.  There is monitoring by management of these things.","Senior leadership emphasizes routinely with staff and employees that  flawless execution will lead to orders, sales, profit, and protection of brand name/reputation.  There are regular All-Hands meetings to reinforce the message and gain feedback.  The message is embraced and known by the employees.","Senior leadership uses metrics to analyze the message that flawless execution will drive improvement in orders, sales, profit, and protection of brand name/reputation.","Senior leadership actively seeks continuous improvement in the flawless execution message to staff, employees, and customer. Leaders actively seeking new systems/IT and tools for employees to execute flawlessly.",{"$f":"(K6+L6+M6+N6+O6)/5","v":0}]
[null,"Engaged Leadership","Be proactive, visible, and engaged in all operations including sub-tier supply chain management","Senior leadership does not walk the floor or visible to employees. They stay in their office and do not spend time with employees. Senior leadership does not actively engage supply chain.","Senior leadership walks the floor when a problems occur. Senior leadership is only engaged in supplier issues with it affect their operations.  Leadership has typical meeting structure with functions and staff.","Senior leadership uses All-Hands to engage employee base. Senior leaders are active and visual on the floor.  Evidence that senior leaders are seeking to be proactive in avoiding problems. At times they manage a critical supplier list personally.","Senior leadership uses metrics to monitor supply chain performance and operational efficiencies in their plant.","Senior leadership seeks continuous improvement in supply chain performance. They continually seek and enforce operational efficiencies through innovative initiatives. They coach and mentor their team to do the same.",{"$f":"(K7+L7+M7+N7+O7)/5","v":0}]
[null,"Engaged Leadership","Empower employees to \"stop the line\" if they see a non-compliance","Employees do not feel empowered to stop the line when there are problems.","There is a procedure that outlines how an employee can stop the line if a non-conformance is discovered.  However, there is no examples where employees embrace this.","Employees feel empowered to stop the line when a non-conformance is found and are rewarded for behavior.","There is a tracking mechanism to document and trend defects or escapes found in the line.","Company seeks innovative ways to quickly alert and notify that the line has been stopped.",0]
[null,"Engaged Leadership","Clearly communicate a mission statement that is embraced by employees and is focused on delivering results to the customer","There is no company mission statement.  End use of product is not known by employees","Mission statement is documented but is not known whether it is understood by employees.","Mission statement is well characterized and understood and embraced at all levels of the company","Mission statement is integrated into the company culture and there are metrics in place that related back to it.  ie., DPU, HPU, On-time delivery, Escapes, Scrap/Rework, etc.","Senior leaders use innovative communication techniques to drive mission success, i.e., newsletters, paycheck announcement, TV monitors, townhall meetings etc.",0]
[null,"Engaged Leadership","Support investment in capital equipment and staffing to assure that the company can independently meet all requirements","There is no future planning by Senior leadership to invest in equipment or staff","Senior leadership ensures an annual budget for investment in equipment or staff as a result of business conditions","Senior leadership actively seeks investment in equipment or staff to remain competitive.","Senior leadership actively measures ROIC on equipment or staff.","Senior leadership seeks latest innovation in equipment or staffing to gain industry position  and meet all upcoming requirements.",0]
[null,null,null,null,null,null,null,"Subtotal",{"$f":"SUM(I6:I10)/5","v":0}]
[null,"Shared Cultural Excellence","Individuals take full ownership, accountability, and responsibility for all of their performance and actions","Employees \"play the blame game\" for when the process fails.  They do not know where the product is used.  They do not know who their customers are.","There is documentation to detail individual performance, responsibility, and ownership.","Employees take pride in their work and are recognized for their efforts. ","Senior leadership actively measures employee ownership, accountability, and responsibility ","Senior leadership publically recognizes employees for improvement activities and encourages this behavior openly at All-Hands and townhall meetings.",0]
[null,"Shared Cultural Excellence","All employees are encouraged to demonstrate “Good Citizenship” within the community and with customers, stakeholders, and sub-tier suppliers (demonstrates good Corporate Citizenship - Ethical Behavior)","Employees are not involved in their local community","Company newsletters document opportunities for community events.","Company sponsors community events.","Company measures their community activity with employee involvement","Company partners with local service leadership to shape the community.",0]
[null,"Shared Cultural Excellence","Supplier is focused on being recognized as a industry leader – driven to be a Customer’s preferred supplier","Employees do not know where their product goes so they do not understand the industry they are in.","Mission statement states something about the company being an industry leader.","Employees are focused on being recognized as a industry leader – driven towards bcoming a Customer’s preferred supplier","Measures themselves against industry benchmarks to strive to be the best.","Is a considered/recognized by it customers to be Industrial Leader in the Supply Chain and uses innovative tools and methods, i.e., SPMT, LSS, SMT, SAS, etc.",0]
[null,"Shared Cultural Excellence","Supplier has open, honest, and consistent communication with employees, customers, and the supply chain team members is a top priority","No open, honest, and consistent communication between employees, customers, and the supply chain team members","Only communicates when an issue arises.  There is a communication plan in place.","Has open, honest, and consistent communication with employees, customers, and the supply chain team members","Senior management has repeatedly stated to employees the importance of open, honest, and consistent communication with employees, customers, and the supply chain.  Surveys employee base to determine integration into culture","Senior leaders actively seek innovative and technological ways to improve communication with employees, customers, and supply chain. (Electronic messaging, supplier conferences, Visually explains which way the company is going)",0]
[null,null,null,null,null,null,null,"Subtotal",{"$f":"SUM(I12:I15)/4","v":0}]
[null,"Customer Focus","Regular face-to-face communication with customers ","No face to face communication with customer. Avoids contact with the customer.","Occasional phone calls with customers.  Face to face meetings are by requirement from customer only.","Regular face-to-face communication with customers maintained","Weekly face to face or verbal telecons conducted","Daily face to face or verbal telecons to include customer actively in operational decisions",0]
[null,"Customer Focus","A Leadership Team that actively reviews and manages customer report cards – takes actions ","Report cards are not reviewed with management","An established schedule to review report cards with management.","The leadership team actively reviews and manages customer report cards – takes actions.","The company regularly schedules and anticipates that report card coming in.","Consistently seeks innovative solutions to establish continuous improvements to prevent reoccurrence",0]
[null,"Customer Focus","Customer reports cards and feedback shared with Employees","Report cards are not shared with employees","An established schedule to review report cards with employees.","Customer reports cards and feedback shared with employees.  Employees understand their contribution to the report card.","Employees anticipate the report card coming in.","Employees consistently seeks innovative solutions to establish continuous improvements to prevent reoccurrence",0]
[null,"Customer Focus","A Leadership Team that proactively builds effective and collaborative working relationships with the customer","No collaboration with customer","Documented method to collaborate with customer","Leadership team proactively builds effective and collaborative working relationships with the customer","Leadership gathers customer feedback to determine effectiveness of collaboration.","Leadership proactively seeks innovative solutions to establish improved working relationships with customer",0]
[null,"Customer Focus","A Leadership Team that takes time to understand how their products are used by Customers and the impact of an escape on their Customer","Leadership doesn’t know the products their parts are used in and do not understand the impact of an escape","Leadership finds out by system failures where their parts are used and the impact of the escape.","Leadership team takes time to understand how their products are used by customers and the impact of an escape on their customer","Leadership team measures customer returns (ESCAPES) and takes action to prevent reoccurrence.","Leadership actively pursues visits to locations where their product are integrated into NHA.",0]
[null,null,null,null,null,null,null,"Subtotal",{"$f":"SUM(I17:I21)/5","v":0}]
[null,"Embracing Measurement & Analysis","Hold reviews with executive leadership (at least monthly) of metrics and actions taken and share results with customers and employees","No regular leadership review of metrics or actions taken.","Documented plan to review metrics and actions with leadership as issues arise. Metrics are posted on walls in small font and no one can read them or understand them.","Reviews held with leadership to review metrics and actions in good times and bad.  Results shared with customer and employees.","Monthly First Pass Yield, HPU, SPC, Scrap, and Rework metrics are shared with MFC.","Senior leadership emphasizes automated measurement systems widely used in facility. Analysis of data trends has demonstrated positive results and shared with MFC",0]
[null,"Embracing Measurement & Analysis","Create a business rhythm that incorporates and acts on the \"right\" metrics to increase customer/shareholder value","No regular rhythm for metrics and limited understanding current metrics tie to shareholder value.","Documented rhythm or schedule to act on metrics that are perceived (reactive) to increase customer value","Established business rhythm or schedule to act on meaningful metrics that are known (proactive) to increase customer value. Metrics are incorporated into all levels of the organization.","Values customer feedback with regard to obtaining additional measurement methods which increases shareholder/customer value","Company has information technology group that continuously improves upon systems and process with regard to business rhythm.",0]
[null,"Embracing Measurement & Analysis","Capture meaningful metrics applicable to a specific task to achieve the desired outcome (i.e. HPU, SPC, yield, scrap & rework, supply chain, engineering changes, administrative processes, obsolescence, etc.) ","No meaning metrics are sought out or obtained.  They have metrics to have metrics.","They fall back on metric use when issues arise.","Meaningful metrics are incorporated and embraced by all levels of the organization applicable to a specific task to achieve the desired outcome (i.e. HPU, SPC, yield, scrap & rework, supply chain, engineering changes, escapes, administrative processes, obsolescence, etc.) ","Senior leadership actively evaluates performance to goals and challenge goals as appropriate to push for additional performance","Company ensures systems and processes in place to show year after year improvement in metrics.",0]
[null,"Embracing Measurement & Analysis","Track all escapes (a non-compliance that is delivered to a Customer) and effectiveness of corrective action","Treats escapes as individual defects with ineffective RC/CA.","Documents non-conformances and may treat them as escapes. RC/CA is performed, monitored, and controlled as issues arise.","All non-compliances are embraced and understood to be escapes by employees.  All escapes and effectiveness of corrective action are tracked.  Performs self audits to assure process quality.","Measures / posts metrics and systemic actions to prevent future escapes. Measures internal defects that leave a workcenter as escapes.  ","Has an electronic system to track internal and external escapes.  Senior leadership monitors performance to ensure targets are met.",0]
[null,null,null,null,null,null,null,"Subtotal",{"$f":"SUM(I23:I26)/4","v":0}]
[null,"Driving Continuous Improvement","Regularly encourage the involvement and feedback from employees, customers, and sub-tier suppliers on how to improve","No involvement and feedback from employees, customers, and sub-tier suppliers on how to improve","Limited involvement and feedback from employees, customers, and sub-tier suppliers on how to improve.  Usually happens after problems surface.","Regularly encourages the involvement and feedback from employees, customers, and sub-tier suppliers on how to improve","Measure the level of involvement and feedback from employees, customers, and sub-tier suppliers on how to improve.","Seeks innovative improvement methods and opportunities to encourage the involvement and feedback from employees, customers, and sub-tier suppliers on Continuous Improvement",0]
[null,"Driving Continuous Improvement","Consistently evaluate and implement ways to eliminate waste in every step of the process internally within their own operations and at sub-tier suppliers","No evaluation and implementation of ways to eliminate waste in every step of the process internally within their own operations and at sub-tier suppliers","Limited evaluation and implementation of ways to eliminate waste in every step of the process internally within their own operations and at sub-tier suppliers","Consistently evaluates and implements changes to eliminate waste in every step of the process internally within their own operations and at sub-tier suppliers","Measures the elimination waste in every step of the process internally within their own operations and at sub-tier suppliers","Senior leadership is involved in seeking new and innovated technological improvements to eliminate waste",0]
[null,"Driving Continuous Improvement","Communicate any changes to customer","Communication of changes is  unpredictable, poorly controlled, reactive","Communication of changes are planned, documented, performed, monitored, and controlled.  Often reactive to issues that have surfaced.","Communication of changes to the customer are well characterized, understood, and embraced by all levels of the organization.","Measures themselves to the number of customer changes made.","Change Boards are chaired by senior management and approvals obtained.  Lower tier Change Boards are incorporated into organizational process and regularly scheduled.",0]
[null,"Driving Continuous Improvement","Maintain a robust corrective and preventive action system that includes senior management involvement","No corrective and preventive action system. Reactive in nature.","Corrective and preventive action system are planned, documented, performed, monitored, and controlled.  Reactive to issues that have surfaced.","Maintains a robust corrective and preventive action system that includes senior management involvement.  RC/CA process embraced at all levels.","Review of open items from previous Corrective Action Boards (CAB) are performed and tracked.  Preventive Actions are tracked and rewarded with incentives.","Corrective Action Boards are performed and chaired by senior management. Senior Management is continuously improving on the agenda items for CAB.",0]
[null,"Driving Continuous Improvement","Evaluate the current design and how it is used at next higher assembly to drive the highest level of production without compromising requirements","No understanding where the product is used","Has an understanding of where the product is used because of issues that have surfaced.","Evaluates the current design and how it is used at next higher assembly to drive the highest level of production without compromising requirements","Seeks feedback from the customer on design performance to improve.","Initiates and performs design review boards with the customer and reacts quickly to recommended changes",0]
[null,"Driving Continuous Improvement","Publically recognize and celebrate successes with employees","No public recognition or celebration of success","Company has a documented recognition program","Company publically recognizes and celebrate successes with employees.  Embraced at all levels.","Internal electronic or visual posting and announcing of recognition and measurement of activities.","Submission of recognized success to customer, local news or highest level of corporation for public recognition",0]
[null,null,null,null,null,null,null,"Subtotal",{"$f":"SUM(I28:I33)/6","v":0}]
[null,"Driving Supply Chain Excellence to Sub-Tier Suppliers","Maintain a robust supply chain (A-Z) that produces quality products delivered on-time at a fair and reasonable price ","Does not manage supply chain performance for Quality and Delivery. ","Has a consistant approach on Supply Chain Management that is documented, monitored and controlled.  ","Maintains a robust supply chain (A-Z) that produces quality products delivered on-time at a fair and reasonable price ","Maintains an Approved Supplier List (ASL) using a report card system that measures supplier performance against a goal.","Automated systems, similar to LM MFC report card, performance management systems for Quality and Delivery are used to continuously improve. Monthly mailing of report cards",0]
[null,"Driving Supply Chain Excellence to Sub-Tier Suppliers","Measure and audit all sub-tier supplier performance to fix or delete poor performing suppliers – communicates changes to Customers","No measureable audit system in place","Documented measurement and audit system for sub-tier performance. Suppliers are added/removed as issues surfaced.","Measure and audit all sub-tier supplier performance to fix or delete poor performing suppliers – communicates changes to Customers","Evaluate systemic trends discovered during audit of sub-tier ","Active supplier fix/delete continuous improvement program monitored by senior leadership.  Results provided to customer",0]
[null,"Driving Supply Chain Excellence to Sub-Tier Suppliers","Drive Supply Chain Excellence Characteristics to all sub-tier suppliers","Does not drive Supply Chain Excellence to all sub-tier suppliers","Drives Supply Chain Excellence Characteristics to all sub-tier suppliers on an as needed basis","Drives and defines Supply Chain Excellence Characteristics to all sub-tier suppliers similiar to \"What Good Looks Like\"  (WGLL) on a regular basis.","Supply Chain Excellence Characteristics strategy is measured for effectiveness","Regular supplier conferences and senior leadership engagement used to communicate Supply Chain Excellence to all suppliers",0]
[null,"Driving Supply Chain Excellence to Sub-Tier Suppliers","Engage suppliers on a regular basis to assure that they understand performance expectations","No regular supplier engagement to assure that they understand performance expectations","Documented process to engage suppliers to discuss performance.  Usually in response to an issue.","Engage suppliers on a regular basis to assure that they understand performance expectations is incorporated into operating culture and is embraced at all levels.","Engages suppliers regularly and measures them against performance expectations.","Program and Quality management reviews are conducted regularly with sub-tier suppliers to seek ways to boost performance excellence",0]
[null,"Driving Supply Chain Excellence to Sub-Tier Suppliers","Recognize and reward sub-tier Suppliers for demonstrated excellence","No recognition of suppliers","Documented recognition program.  Rewards are reactive.","A well characterized and understood supplier reward system for demonstrated excellence is embraced at all levels of the company","Measures are in place to monitor the participation for rewarding supplier behavior","Continuous improvement and technological advancement are used to reward and recognize suppliers for demonstrated excellence. ",0]
[null,null,null,null,null,null,null,"Subtotal",{"$f":"SUM(I35:I39)/5","v":0}]
[null,"Affordability","Seeks cost reduction through performance and quality to maximize customer satisfaction and provide the best overall value (not simply providing the lowest price)","Does not seek cost reductions","Cost reduction program is planned, documented, performed, monitored, and controlled.  Often reactive.","Actively seeks cost reduction through performance and quality to maximize customer satisfaction and provide the best overall value (not simply providing the lowest price).","Measures the cost reduction program effectiveness","Seeks to continuously improve using innovative or technological methods of cost reduction",0]
[null,"Affordability","Practice Design for Affordability (DFA) initiatives that are focused on reducing total cost of ownership or life cycle costs","Does not do DFA","Has a documented DFA procedure","Practices Design for Affordability (DFA) initiatives that are focused on reducing total cost of ownership or life cycle costs","Measures Design for Affordability (DFA) initiatives that are focused on reducing total cost of ownership or life cycle costs","Seeks to continuously improve Design for Affordability (DFA) process using innovation or technological advancements",0]
[null,"Affordability","Fully understand the cost of each process and the savings that can be achieved from process simplification (LSS mentality and training)","Does not understand the cost of each process","Documents process costs and savings opportunities with issues arise.  Does not actively seek cost reduction. Limited understanding of LSS process","Fully understands the cost of each process and the savings that can be achieved from process simplification (LSS mentality and training).  Has one or more Green/Black Belts on staff.","Measurements are made of process simplification and LSS initiatives. ","Significant cost savings have been documented and can demonstrate price reductions. Additional Green/Black Belts are encouraged to be trained and significant number of projects for Affordablity are completed annually.",0]
[null,"Affordability"," Identify cost drivers and challenge requirements that drive cost with no customer value","Does not identify cost drivers or challenge requirements","Documents cost drivers and requirements that impact cost with no customer value. Often in response to questions from customer","Identifies cost drivers and challenges requirements that drive cost with no customer value.  This is understood and embraced at all levels of the company","Measurements are used to control and monitor cost drivers.","Innovative techniques are used at all levels of the company to reduce cost drivers with no value to the customer.",0]
[null,"Affordability","Encourage and reward employees/sub-tier suppliers to identify and drive affordability opportunities","No encouragement or reward system in place","Documented reward system of employees/sub-tier suppliers in place to drive affordability opportunities.  Not consistently performed.","Encourages and rewards employees/sub-tier suppliers to identify and drive affordability opportunities.  Embraced at all levels.","Measures the effectiveness of the employee/sub-tier supplier reward system with regard to affordability opportunities","Continuously improves upon the reward system using latest technology and innovation",0]
[null,null,null,null,null,null,null,"Subtotal",{"$f":"SUM(I41:I45)/5","v":0}]
[null,"Delivering Results","Perform flawless program execution and total contract compliance (100% quality and  100% delivery) of ALL requirements (i.e. hardware, data, software, terms & conditions etc.) at an affordable price","Performance is unpredictable, cyclic, poorly controlled, reactive.","Supplier has a documented program plan to achieve 100% quality and  100% delivery at an affordable price.","Supplier has flawless program execution and total contract compliance (100% quality and  100% delivery) of ALL requirements (i.e. hardware, data, software, terms & conditions etc.) at an affordable price","Measurement system in place to maintain flawless program execution and total contract compliance at an affordable price","Supplier uses continuous improvement to remain flawless in program execution and total contract compliance at an affordable price",0]
[null,"Delivering Results","Submit compliant proposals on-time,  IAW FAR 15.4, and support customer's price to win strategy","Does not submit compliant proposals on time","Supplier has a documented proposal system in accordance with FAR 15.4","Submits compliant proposals on-time,  IAW FAR 15.4, and support customer's price to win strategy","Measures proposal on-time submittals","Exceeds customer expectations for customer submittals",0]
[null,"Delivering Results","Create value by providing superior customer responsiveness and collaboration","Supplier is not responsive or collaborative","Documented and controlled plan for providing customer responsiveness and collaboration","Creates value by providing superior customer responsiveness and collaboration. Is understood and embraced at all levels of the company","Measure the responsiveness and collaboration to customers.","Exceeds customers expectations for customer responsiveness and collaboration",0]
[null,"Delivering Results","Proactively manage risk to mitigate impacts of the unknown","No risk management","Documented risk management plan but reactive to present issues","Proactively manages risk to mitigate impacts of the unknown.  Hold regular risk management meetings with senior level management","Measure and analyze risk levels and trends to ensure mitigation effectiveness","Supplier seeks innovative ways to predict, minimizes, mitigates risk and shares results with the customer.",0]
[null,null,null,null,null,null,null,"Subtotal",{"$f":"SUM(I47:I50)/4","v":0}]
[null,null,null,null,null,null,null,"Total",{"$f":"(I11+I16+I22+I27+I34+I40+I46+I51)/8","v":0}]
[null,null,null,null,null,null,null,"%"]