BULLSEYE ELEMENTS

Customer (External to Company)

DEFINITION

The external end users or purchasers of a product or service. Leading edge organizations develop superior insight into what customers value, and design their organization and processes around this understanding,

PHILOSOPHY

• We understand the contributions Micro makes towards satisfying the customer's needs.
• Microelectronics will know their customers and anticipate their needs so we have the right products at the right time.

MINIMUM CRITICAL SPECS/PARAMETERS

• Established process exists to provide customer feedback.
• (Measures are in effect that reflect our customers needs).

Partner (Other Functions or Areas within Company)

DEFINITION

The Internal suppliers, end users or purchasers of a product or service.

PHILOSOPHY

* Microelectronics has a shared destiny with it's partners in meeting customer's needs. We will work with our partners to develop trust and strong, open relationships

MINIMUM CRITICAL SPECS/PARAMETERS

• Feedback channels clearly defined.
• Mutually set goals, objectives, and measures among partners.
• Roles and responsibilities clearly defined between Micro and it's partners
• Barriers are identified and minimized
• Processes are continually reviewed and improved.
• All partners are identified, and the partner list is communicated to the entire organization.

Objectives

DEFINITION

An integrated set of goals that are clearly defined and measurable. These objectives help define the operating strategies of the organization.

PHILOSOPHY

* Our objectives are used to lead and align the efforts within the organization to meet customer needs.

MINIMUM CRITICAL SPECS/PARAMETERS

• Our objectives must meet philosophy of Division Hoshins.
• We need to have consistent objectives.
• Identify, agree upon, and communicate to entire organization, a set of objectives.
• Broad enough to allow individual creativity and decision making at the most appropriate level
• Measurable and aligned with Partner and Customer objectives.
• Process exists to set and update objectives.
• Review process to evaluate and verify achievement of objectives.
• Objectives should be obtainable, do-able.

Operating Strategy

DEFINITION

Characterizes how the organization will achieve its objectives within the environmental/business context. The long term plan of action to achieve business aims.

PHILOSOPHY

Operating strategies are driven by our business objectives and used to set our tactical plans

MINIMUM CRITICAL SPECS/PARAMETERS

• Clearly tied back to both short and long term objectives
• Process for setting strategies will include balancing resources and priorities
• Clear linkage to objectives and tactics and key success factors

Purpose

DEFINITION

Purpose answers the question "why does the organization exist?" In order to answer this question, you must have a thorough understanding of the external and internal business environment and technological environment in which you are operating.

PHILOSOPHY

We're always looking ahead for our future business to provide low cost high quality products on the cutting edge of technology while maintaining a high level of employee satisfaction

MINIMUM CRITICAL SPECS/PARAMETERS

• Identify, agree upon, and communicate a purpose statement that is consistent with our partner goals
• Influence our resource investments
• Determine what businesses we enter
• Provides context for individual's contribution
• Review on regular bases with organization and customers
• Ownership identified
• Continuous CPI activities

Co-Location, Layout

DEFINITION

How people "work together" so they can communicate, share ideas and work more effectively.

PHILOSOPHY

• There is no substitute for personal interaction.
• Optimize physical layout, location, and shift to meet business goals.
• Physical location decisions need to balance the needs of operational efficiency vs. facilitation of communication (material flow, leverage of common processes, economy of scale).

MINIMUM CRITICAL SPECS/PARAMETERS

• Establish communication needs for business and work teams, and across shifts.
• Cross shift communication must be addressed.
• Physical moves should not be a barrier
• Whenever it is feasible a physical layout for product teams should be within view/earshot of each other.
• Burden of inconvenience for relationships with MID departments falls upon Micro.
• Where physical proximity is impossible, every effort will be made to create virtual co-location through communication tools.
• The business/work team's communication needs will be defined and documented before layout/location decisions are made.
• Teams impacted by location decisions must be included in decision process.

Work Units/Structures

DEFINITION

A group of people working to achieve a desired outcome within the context of a larger structure. Formal reporting relationships. How the organization is tied together.

PHILOSOPHY

• Department "work unit goals"..
• Maintain the concept that we are all part of one unit, and need to promote a unity; consistency in expectations and operating values
• Work unit members develop and share common goals
• Work unit goals align with department
• Structure satisfies business needs
• Structure supports human needs (i.e. quality of work life)
• Flexible structure adaptable to changing business needs

MINIMUM CRITICAL SPECS/PARAMETERS

• Work goals developed and communicated at all levels of department/organization based on business needs
• Work units share best practices with other work units
• Work unit linkages and communication contacts with customers and key partners need to be defined
• Organization's structure is defined and communicated

Technology

"The way in which people use science and technical means... to build products and manage processes.."

DEFINITION

The way in which people use science and technical means in order to build products and manage processes. Includes tools, devices, machines, software, procedures, methods, instruments, and the knowledge that supports the transformation of inputs into outputs.

PHILOSOPHY

• Invest in technology that gives us a competitive advantage and supports next generation products
• Monitor technologies to avoid processes becoming outdated and insupportable
• Ensure that our people have the technical knowledge to keep us ahead of the competition
• Technology is a means of bringing value to the customer
• Need to make sure our processes are compatible with people (Ergo)
• Leverage technologies floor wide, those that provide benefit to our customers

MINIMUM CRITICAL SPECS/PARAMETERS

• Need functional product/process obsolescence process
• Workforce has the skills to support technology
• Manage current technologies to maintain our competitiveness
• Invest in research that support current and future process technology
• Develop partnerships with R&D to understand emerging technology
• Benchmarking process with like technologies (w/other organizations)
• New technologies implemented quickly to support Time-To-Market goals

Information and Communication Processes

DEFINITION

The rules (who, what, and when) and processes (how) to obtain, process and share the right information with the right person(s) at the right time to enable effective business decisions and actions.

PHILOSOPHY

• Needed information needs to accurate, timely, available and in a usable form
• Information needs to be on a "pull" system
• Two-way communication up & down and back & forth through the organization
• We want to keep everyone informed enough to do their job, keeping HP sensitive information in mind
• Partner communication

MINIMUM CRITICAL SPECS/PARAMETERS

• Sorting process: Information control valve
• Information needed to do any job is timely, accurate, and communicated
• Support open door policy, HP Way, MBWA
• Regular opportunity for up/down exchanges (communication lunches, suggestion box)
• Latest communication tools available to all who need them (i.e. message, voice mail, e-mail, video magazine)
• Communication process in place for all employee employment status. (i.e. FTE, part time, ETW)
• Cross-shift communication issues

Management/Team Roles

DEFINITION

Establishes how the work responsibility and accountability are distributed to accomplish "technical' objectives. Sets clear expectations as to where the primary responsibility and accountability reside between management and team roles in achieving objectives.

PHILOSOPHY

Management/team roles should be clear, understood, practiced, expected, and consistent throughout department (no suboptimizing or silos within the department.)

MINIMUM CRITICAL SPECS / PARAMETER

• Roles documented, communicated, and reviewed by the implementation teams
• Create the appropriate number of roles and levels
• Authority and responsibility defined for each role
• Provide training to gain a clear understanding of how your role and responsibility fits (adds value) to the organization
• Communicate minimum performance for every role
• Perform on-going review of roles as business changes, and assess employee skills in response to those changes

Financial and Data Processing

DEFINITION

The systems used for determining, tracking and reporting financial resource allocations and performance to reflect the organizations priorities and performance.

PHILOSOPHY

Financial information must support us in making sound HP business decisions and provide us with timely manner which re-enforces our expectations

MINIMUM CRITICAL SPECS/PARAMETER

• Reports that are relevant to the end user
• Accurate, timely data
• End users are not receiving conflicting data/info
• Data we can trust
• Data that helps us know if we are meeting our performance measures
• User friendly documentation and training is provided
• Micro equipment stays current with system/software, etc.
• End user has input into system design
• System solutions are cost effective

Information Technology

DEFINITION

The information infrastructure for supporting the organization. Includes IT capabilities such as computers, E-mail, shared databases, etc.

PHILOSOPHY

*Information technology should provide support for micro's current and future computer hardware and information systems needs. This would include assessing needs, training, documentation, maintenance and problem solving.

MINIMUM CRITICAL SPECS/PARAMETERS

• Hardware is compatible with the systems, and adequate to effectively run the systems.
• Long-term support must be well defined.
• People have easy access to information they need to do their job.
• System needs to be adaptable to changing needs.
• Adequate support provided for short, medium, and long term needs.

Learning Mechanisms

"The tools and processes used to identify, document, share, and leverage learning...across organization."

DEFINITION

The tools and processes used to identify, document, shared and leverage learning within and across the organization for the purpose of continuously enhancing the organizations capacity to produce desired results through the combination of thinking and doing.

PHILOSOPHY

• Proper mechanisms must be in place for necessary learning. Continuous learning must be encouraged and valued.
• Proper and Necessary need definition

MINIMUM CRITICAL SPECS/PARAMETERS

• Assess current skill level vs. future business needs.
• Provide opportunities for continuous learning.
• Method of assessing effectiveness of training in the work environment.
• Foster an environment in which continuous learning is valued and pursued.
• Visibility of classes, materials. (Learning center)
• Consistency
• Open to all levels
• Assess skills vs. current needs as well as future needs.

Decision Making

DEFINITION

Decision-making processes establish the rules (who, what, and when) and processes (how) used to come to agreements about important issues related to the business. Problem solving processes establish the rules (who, what, and when) and processes (how) to understand and solve problems to enable organizational learning and continuous improvement.

PHILOSOPHY

* Must have well defined decision making and problem solving processes that allow us to:

• Operate efficiently
• Take calculated risks
• Move forward at a reasonable rate toward our goals and objectives

MINIMUM CRITICAL SPECS/PARAMETERS

• Decision making and problem solving is driven by data.
• User friendly tools and training are provided.
• Timely decisions are well documented and communicated to those affected.
• Well defined boundaries (re: who, when).
• Decisions made by the appropriate people.

Measurement and Feedback System

DEFINITION

The system used to identify important performance expectations and provide on-going information on current performance relative to established standards to those responsible for achieving the performance.

PHILOSOPHY

System provides comprehensive feedback measures which support business/customer expectations. Feedback must be provided in a timely manner which reinforces our expectations and our customer's expectations.

MINIMUM CRITICAL SPECS/PARAMETERS

• Feedback system leads to action.
• Mutually measured, developed, and supported by those affected.
• Provide feedback/data at the level needed to create change.
• Easily maintained and automated where possible.
• Systems meet our changing needs.

Organizational Learning

PHILOSOPHY

Organizational learning promotes synergy and promotes flexibility, allowing the organization to adapt to changing business needs. It is the root from which all competitive advantage stems. Learning directs us towards meeting our business strategies and objectives.

MINIMUM CRITICAL SPECS/PARAMETERS

• There is a process in place that promotes organizational learning that is reviewed and updated regularly, that maintains the focus on organizational learning.
• Our plans and behaviors promote continuous organizational learning.
• Visible and continuous sharing of experiences with success and failure.
• Diverse constructive viewpoints are valued, explored, and integrated.

Evaluations

DEFINITION

Evaluation is a system for identifying important performance expectations, applying judgment, and providing feedback on current performance relative to those expectations for individuals or groups.

PHILOSOPHY

*Honest, accurate, and timely feedback from a wide range of sources is critical to organizational and personal success. This process should be aligned with business objectives and aimed at developmental opportunities.

MINIMUM CRITICAL SPECS/PARAMETERS

• "Team" results are part of the individual's evaluations along with the individual's results.
• Tools available for everyone in Micro to give feedback on fulfillment of established job expectations.
• Documented process for performing entire eval process.
• Accurate
• Timely
• Clear
• Provide for wide-range of inputs from appropriate sources
• No surprises
• Reflects values of process and results.

Compensation and Rewards

DEFINITION

Compensation and reward systems that attract potential employees and reinforce desired behaviors necessary to achieve development and business objectives.

PHILOSOPHY

*Our compensation package is used to attract and keep good people. A good reward and recognition system promotes high levels of motivation toward meeting business objectives. Continually look for ways to improve and challenge corporate guidelines.

MINIMUM CRITICAL SPECS/PARAMETERS

• Meet boundary conditions established at Corporate.
• Rewards are used to promote teamwork and customer satisfaction.
• A consistent and fair administration process is used.
• Rewards are defined, timely, and tied to specific events (results).
• Rewards and results are visible.

Policies

"The organization's prescribed practices regarding operating philosophy and guidelines"

DEFINITION

The organization's prescribed practices regarding operating philosophy and guidelines which affect all employees.

PHILOSOPHY

* Microelectronics must* have consistent policies across the department which are in line with corporate and legal requirements. These should be balanced by a set of guidelines that add flexibility in order to meet each business unit's needs . * a word to replace should?

MINIMUM CRITICAL SPECS/PARAMETERS

• Documented and communicated
• Kept simple, concise, and clear.
• Includes a process for continuous review and updating, based on business needs.
• Consistently applied
• Aligns with our values

Orientation

DEFINITION

Orientation is the process for integrating in individuals into an organization by jointly sharing and developing information relative to the organization's purpose, values, objectives, operating principles, agreements, commitments and operating strategy during the formation of the organization as new members join that organization.

PHILOSOPHY

Orientation should be paced to allow newcomers to absorb and internalize the information. We should tailor the information to the individuals' needs providing an understanding of our values and working environment in a timely manner

MINIMUM CRITICAL SPECS/PARAMETERS

• Tied to department objectives and expectations
• Communicates organizational structure
• Evaluates individual needs
• Documented sequential orientation process which begins on first day

Training

DEFINITION

Training is the process, content and methods used to provide members of the organization with the knowledge, skill and abilities they need to perform their work in the organization.

PHILOSOPHY

• Needs are identified by a central, focused group, along with the individual supervisors. Training should be driven by our business needs and:
• Accommodate career needs whenever possible. It is critical to our business success and our actions should demonstrate our commitment to on-going, up to date, effective, accessible, and consistent training.

MINIMUM CRITICAL SPECS/PARAMETERS

• Includes a feedback mechanism. Training is a floorwide program, consistently maintained, and each business unit and lines needs are met. Priority kept on training while still meeting production demands (additional capacity if needed vs. not continuing training.)
• Trainers using effective tools and training methods continually evaluated.
• Available as needed.
• Based on individual, cultural, ESL, team and dept. needs.
• Business needs clearly defined.
• All job classifications to have base level training needs defined.
• Training must precede the implementation of new processes.

Staffing

DEFINITION

An explicit process for determining how and who will be recruited and selected to be a member of the organization, such that the individual and the organization can accomplish their purposes.

PHILOSOPHY

* We need a quality work force that is flexible and responsive to department needs. The environment should be challenging enough to motivate and retain our people to maintain a competitive advantage. Key stakeholders are involved in staffing decisions.

MINIMUM CRITICAL SPECS/PARAMETERS

• Have effective capacity planning tools and processes available, and use them.
• Work skills and behaviors need to be defined.
• Roles of all employees, including temps, are clearly defined.
• Priorities drive staffing investments.
• Staffing decisions are supported floorwide.